Collaboration, trust and innovative change

Abstract

As the twentieth century waned, technology raised the bar of global economics and spawned an era where change and innovation are inextricably linked. This view of organizational change involves examination of the perspectives and behaviors required for innovative change. We present case studies of two organizations that focus on trust and collaboration in their pursuit of innovation. In comparing these organizations, a matrix emerged distinguishing four types of stakeholder relationships for groups working together toward a stated goal. Organizational behavior has been examined through many lenses—in the context of learning for the management of conflict and many other aspects of general development. While these views share some similarities with our own analysis, success in the twenty-first century may demand more than the examination of such factors within the domain of improvement efforts. Instead, we find that the rigorous pursuit of the precursors and enablers of innovative change are unfolding as one requirement for healthy survival within highly competitive business sectors.