Radical change, the quiet way

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<rdf:Description>
<dc:creator>Meyerson, Debra E.</dc:creator>
<dc:date>2001-10-01</dc:date>
<dc:description xml:lang="es">Sumario: Meyerson has identified four incremental approaches that managers can quietly use to create lasting cultural change. Most subtle is disruptive self-expression in dress, office decor, or behavior, which can slowly change an unproductive atmosphere as people increasingly notice and emulate it. By using verbal jujitsu, an individual can redirect the force of an insensitive statement or action to improve the situation. Variable-term opportunists spot, create, and capitalize on short- and long-term chances for change. By adjusting these approaches to time and circumstance, tempered radicals work subtly but effectively to alter the status quo. In so doing, they exercise a form of leadership that is more modest and less visible than traditional forms yet no less significant. Top managers who want to create cultural or organizational change  perhaps they're moving tradition-bound businesses down new roads should seek out these tempered radicals, for they are masters at transforming organizations from the grass roots</dc:description>
<dc:identifier>https://documentacion.fundacionmapfre.org/documentacion/publico/es/bib/54211.do</dc:identifier>
<dc:language>eng</dc:language>
<dc:rights xml:lang="es">InC - http://rightsstatements.org/vocab/InC/1.0/</dc:rights>
<dc:subject xml:lang="es">Gestión de recursos humanos</dc:subject>
<dc:subject xml:lang="es">Satisfacción laboral</dc:subject>
<dc:subject xml:lang="es">Relaciones humanas</dc:subject>
<dc:subject xml:lang="es">Management</dc:subject>
<dc:subject xml:lang="es">Política laboral</dc:subject>
<dc:subject xml:lang="es">Cultura empresarial</dc:subject>
<dc:type xml:lang="es">Artículos y capítulos</dc:type>
<dc:title xml:lang="es">Radical change, the quiet way</dc:title>
<dc:title xml:lang="es">Título: Harvard business review</dc:title>
<dc:relation xml:lang="es">En: Harvard business review. - Boston. - October 2001 ; p. 92-100</dc:relation>
</rdf:Description>
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