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Chapter 13: Organizational Responses to Crisis: The Centrality of Trust
Within this division, there is a real problem with the lower-level people not trusting the people at the top, because the people feel that the management doesn't tell them the truth, doesn't level with them, isn't honest, has a hidden agenda, plays games. I could go on and on. I think it's worse today than I have ever seen it in my 33-year career in this company.
In the latter part of the 20th century, organizational crises have become almost routine. Indeed, crises, most of them caused by humans, are occurring [Page 262]on a scale not previously encountered, either through faulty decisions (Janis, 1989), technological complexities (Perrow, 1984), or ...