Culture is the key to a successful change initiative. Organizations announce changes every day and expect, or at least hope, that people will react positively to them. The success, however, has everything to do with how leaders manage the transition. Trust in Transition breaks down the entire change process--from the initial idea to the execution phases--identifying leverage points along the way that have a profound impact on the outcomes. Bob Whipple simplifies the issues, explaining that at its core, successful transitions happen because of positive human interaction. The concepts and techniques in this book will help you successfully merge two groups into a single functional unit using successful creative solutions. This book: presents a two-sided model contrasting the mechanical and cultural sides of a change effort teaches you how to create and maintain trust during change gives a clear view of the pitfalls and what to avoid discusses antidotes for each issue presented and how to make reorganization efforts more effective walks through a recovery process to help your people recover equilibrium.

Beneficial social and economic exchange relies on a certain level of trust. But trust is a delicate matter, not least in the former socialist countries where illegitimate behaviour by governments made distrust a habit. The chapters in this volume analyze the causes and the effects of the lack of social trust in post-socialist countries. The contributions originated in the Collegium Budapest project on Honesty and Trust: Theory and Experience in the Light of the Post-Socialist Transition. A second volume entitled, Building a Trustworthy State in Post-Socialist Transition , is being published simultaneously.

A collection of essays concerned with theoretical and empirical analyses of trust and distrust in post-communist Europe which show that, while political and economic changes can have rapid effects, cultural and psychological changes may linger and influence political trust and representations of democracy.

Organizations today are awash in change. Managing change requires leaders to focus simultaneously on managing the business and providing effective leadership to the people. More often than not, it is the focus on the people side that loses out. This book offers a framework for understanding the issues and competencies that contribute to effective leadership during times of change. Its purpose is to help leaders determine how to choose and move among a variety of managerial approaches--to help them see what's working, what's not working, and what's missing. In this way, leaders can more clearly assess their impact and learn how to meet the demands of both managing the business and leading the people.

#FMJ outlines the trading biographies of some successful female day traders of the world, who started from scratch and today live financially independent lives working only a couple hours a day! Evoking the interview style of Market Wizards by Jack Schwager, and Momo Traders by Brady Dahl; and like in Rich Dad Poor Dad by Robert Kiyosaki - it's time to make your money work for you. Take control of your financial future and say goodbye to making others rich through the example of these pioneering women who pronounced F$%K my job, and chose not to sit in traffic or a stuffy office cubicle. Reviews by peers in the industry: "We need many more female traders so this book was a great way of helping them understand trading better and more importantly, we need more traders sharing ALL their experiences just like this so people can better understand there's no one magic formula for success, you must try various strategies and techniques to see what fits you best...Jane does a great job interviewing traders with a variety of backgrounds and it was a fun, quick read too!" - Timothy Sykes, http: //timothysykes.com "Jane does a great job of providing the modern, humanized perspective of the individual investors in the hunt and what experiences lead to positive outcomes...Enjoy the book and see who you relate to and how their lessons can help you on your way to winning in the stock market." - Dan Mirkin, CEO of Trade Ideas, LLC "Great story of a segment of the trading community we often look past. Amazing collection of interviews by an aspiring group of traders." - Kunal Desai, President Bulls on Wall Street

Trusting God with our lives can sometimes be uncomfortable, and even scary. This can be especially true when we feel He is moving us in a new direction. Trusting God in Transition takes you on a journey of fully trusting God during life's changes and storms, and how to embrace the uncomfortable feelings that can accompany life's transitions. The author vulnerably shares the highs and lows of her life that propelled her to accept changes that are often inevitable. She highlights how trusting God can offer the freedom to chase after dreams, and even enjoy seasons of transition.

Using data from a large survey of firms across 26 transition economies, this article assesses the extent of trust in business relationships by measuring the level of prepayment demanded by suppliers, which we interpret as a measure of (dis)trust. We investigate a range of potential determinants of trust and find that trust among businesses is higher where confidence in third party enforcement through the legal system is higher. We also find that different types of business networks have a differential impact on the degree of trust between enterprises: networks based around family and friends help to build trust among firms, whereas networks based around enterprise insiders and government agencies appear to undermine trust. Our conclusion, based on the use of a unique multicountry enterprise data set, is that enterprises' room for maneuver in overcoming opportunism and distrust is much more limited by countrywide systemic factors than previously believed. (JEL D23, D92, P26, P31, Z13).

At some point in our lives and in some way, shape, or form, transition happens to us all. Transition is common but I discovered that dealing with the emotions that it brings is rare. Oftentimes, we try to ignore what we feel, deny what we feel, and/or push through what we feel to the point where we do not give ourselves a chance to feel. Managing transitions properly takes full trust in God, but it also takes awareness and a willingness to embrace and endure your feelings. As raw as those feelings may be, they are real feelings that deserve your attention. The frustration, uncertainty, grief, feeling of rejection, fear of starting over and more that transition can birth are all valid feelings. These 14 days will address them, attack them head-on, and allow you to feel what you feel with a sense of great expectancy for what's to come.

Trust and confidence are topical issues. Pundits claim that citizens trust governments and public services increasingly less - identifying a powerful new erosion of confidence that, in the US, goes back at least to Watergate in the 1970s. Recently, media exposure in the UK about MP expenses has been extensive, and a court case ruled in favor of publishing expense claims and against exempting MPs from the scrutiny which all citizens are subject to under ‘freedom of information.’ As a result, revelations about everything from property speculation to bespoke duck pond houses have fueled public outcry, and survey evidence shows that citizens increasingly distrust the government with public resources. This book gathers together arguments and evidence to answers questions such as: What is trust? Can trust be boosted through regulation? What role does leadership play in rebuilding trust? How does trust and confidence affect public services? The chapters in this collection explore these questions across several countries and different sectors of public service provision: health, education, social services, the police, and the third sector. The contributions offer empirical evidence about how the issues of trust and confidence differ across countries and sectors, and develop ideas about how trust and confidence in government and public services may adjust in the information age.