Top-Management in der Organisationsentwicklung – Zur Rolle und Einbindung von hierarchischen Spitzenpositionen in Change Prozesse
摘要
This article is dedicated to the involvement of people at the top of a hierarchy in organisational development projects. The focus is on the inner distance of this group of people from their institutions, which has a number of implications. Several paradoxes inherent in the role of top management prevent active participation. At the same time, their position enables them to evade the process of change. The article concludes with recommendations on how to deal with such individuals in a counselling capacity.