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Trust and Time in Reorganisations and the Role of Middle Managers

In: Mindful Change in Times of Permanent Reorganization

Author

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  • Sylke Meyerhuber

    (University of Bremen)

Abstract

A psychological perspective on change processes in organisations is outlined and connected to programmatic objectives of labour-policy for a socially sustainable point of view. Based on health considerations for employees, social respect and dialogue are discussed as trust building means of ‘mindful’ change on a micro-political level. Middle managers in the key role of change agents in organisations are introduced with theoretical as well as empirical material. On this basis, aspects of Luhmann’s trust theory are presented, particularly his differentiation between personal trust and system trust. Next steps reflect on aspects of time for trust related issues, referring to the distinction of assets and events, and how trust is delimited from means of control. The last point discusses the timeliness of Luhmann’s findings and indicates in agreement with Rosa that trust must be seen as a ‘selective social erosion inhibitor’ especially in organisations of the modernity. In support of socially sustainable working conditions, conclusions are outlined with respect to ‘mindfulness’ in times of change, regarding trustworthy structures and interactions as well as the role of intermediates.

Suggested Citation

  • Sylke Meyerhuber, 2014. "Trust and Time in Reorganisations and the Role of Middle Managers," CSR, Sustainability, Ethics & Governance, in: Guido Becke (ed.), Mindful Change in Times of Permanent Reorganization, edition 127, pages 147-166, Springer.
    • Handle: RePEc:spr:csrchp:978-3-642-38694-7_9
    DOI: 10.1007/978-3-642-38694-7_9
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