Linking to Illustration 1.2, if you work in an organization, think about the people you work with. What are your impressions of your trust in their goodwill and their competence? What might your colleagues think of you in this regard? What do your impressions of trust mean for the likelihood of successful change in the organization?

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Illustration 1.2 Organizations as symphony orchestras Writing about the way that information technology was transforming business enterprises and how they would look today, Drucker observed: A large symphony orchestra is even more instructive, since for some works there may be a few hundred musicians on stage playing together. According to organization theory, then, there should be several group vice president conductors and perhaps a half- dozen division VP conductors. But that's not how it works. There is only the conductor-CEO - and every one of the musicians plays directly to that person without an intermediary. And each is a high-grade specialist, indeed an artist. (Drucker, 1988, p. 48) A study of a conductor-less orchestra (think about that for a moment) emphasized creativity from all musicians and the relationship between trust and control - specifically trust in the competence of others and trust in their goodwill (Khodyakov, 2007). The orchestra metaphor is useful to help us imagine how work organizations could function, if only...