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Diagnosing and Changing Organizational Culture: Based on the Competing Values Framework, Third Edition by Robert E. Quinn, Kim S. Cameron

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Chapter 1. AN INTRODUCTION TO CHANGING ORGANIZATIONAL CULTURE

No organization in the twenty-first century would boast about its constancy, sameness, or status quo compared to ten years ago. Stability is interpreted more often as stagnation than steadiness, and organizations that are not in the business of change and transition are generally viewed as recalcitrant. The frightening uncertainty that traditionally accompanied major organizational change has been superseded by the frightening uncertainty now associated with staying the same.

The father of modern management, Peter Drucker, concluded that "we are in one of those great historical periods that occur every 200 or 300 years when people don't understand the world anymore, and the past is not ...

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