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Stress is often characterized in terms of "Good" (eustress) and "Bad" (dis-stress). This view of stress limits its potential as a catalyst for enabling change in the organization. To unlock the organization's change energy one need to shift the thinking away from stress as an end state toward stress as an energy source. As energy, stress is needed to ignite and propel the change forward. Enabling organizational change requires one to create enough stress to allow people to act on the need to let go of their current state without generating so much stress that they are immobilized with dis-stress.
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