組織的變革與發(fā)展英文版第二十一章

1、Organization Development and ChangeChapter Twenty One:Continuous ChangeThomas G. CummingsChristopher G. WorleyLearning Objectivesfor Chapter Twenty One To understand OD interventions that enableorganizations to continuously change To compare and contrast three cHfferent typesof OD interventions aime

2、d developingorganizations capable of continuous change interventions: self designing organization interventions, organization lemrning and knowledge management interventions, and built to change organization interventionsSelf-Designing Organizations Systemic change process altering most features of

3、the organization Process is ongoing，never finished continuous improvement and change Learning as You Goon-site innovation Need support of multiple stakeholders All levels of the organizaUon adopt new strategies and change behaviorsThe Self-Design StrategyOrganization Learning & Knowledge Managem

4、ent Organization Learning interventions emphasize the structures and social processes that enable employees and teams to learn and share knowledge Knowledge Learning focuses on the tools and techniques that enable organizations to collect, organize, and translateinformation into useful knowledgeOrga

5、nization Learning: An Integrative FrameworkCharacteristics of a Learning Organization Structures emphasize teamwork, information sharing, empowerment Information systems facilitate rapid acquisition and sharing of complex information to man ageknowledge for competitive advantage Human resources rein

6、force new skills and kno wledge Organization culture encourages in no vati on Leaders model openness and freedom to try new things while communicating a compelling visionOrganization Learning Processes Single loop learning Most common form of learning Aimed at adapting and improving the status quo D

7、ouble loop learning Generative learning Questions and changes existing assumptions and conditions Deuterolearning Learning how to learn Learning how to improve single and double loop lear ningDiscover Theories in Use Dialogue Action Maps Left-Hand, Right-HandColu mn The Ladder of InferenceThe Ladder

8、 of InferenceI take ACTIONS based on my beliefsI adopt BELIEFS about the worldI draw CONCLUSIONSI make ASSUMPTIONS based on the meanings addedI add MEANINGS (cultural and personal)I OBSERVE data and experiencesI select DATA from what I observeKnowledge and Performanee Organization knowledge must be

9、relevant and applied effeclively to the competitive strategy Link organization learning processes to organization performance Growing emphasis on the value of intellectual assets and servicesKnowledge Management In terventions Generating Knowledge Identify knowledge for competitive strategy Develop

10、ways to acquire or create that kno wledge Organizing Knowledge Put knowledge into a usable form Codification and Personalization Distributing Knowledge匚 Maki ng knowledge easy to access, usereuseBuilt-To-Change Organizations Organizations are designed with the ability to change constantly to create the best sustainable source of competitive advantage Organizations operate in complex and rapidly changi ng environ meritsBuilt-To-Change Design Guidelines Ma nagin g Tale nt Reward System Structure Information and Decision Processes LeadershipBuilt to Change App