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ManagingComplexChangeManagingComplexChange1ChallengesChangingtheshapeoforganizationChangesinthemissionor“reasontobe”ChangesinwaysofdoingbusinessChangesinownershipDownsizingChangesinthecultureoftheorganizationChallengesChangingtheshapeo2Conditionsforeffectivemanagementofchangeavisionofwhattheinstitutionshouldlooklikeaclearsenseoftheorganization’sidentity(reasontobe)aclearsenseoftheorganization’sinterdependencywithitsoutsideenvironmentclearandreachablescenarios(notobjective,butdescriptionsoftheendstates)flexibleenoughorganizationalstructureeffectiveuseofadvancedtechnologyrewardsystemsthatequallyreflectorganizationprioritiesConditionsforeffectivemanag3TheDemandSystem

ForcesintheEnvironmentTheDemandSystem

Forcesinth4HumanSystemsasQuasi-stationaryEquilibriumofMultipleForcesAhumansystemsuchasanindividual,agroup,oranorganizationisusuallycomposedofanumberofsub-systems.Allsystemsarealwayssubjectedtomultipleforcesbothfrominsideorfromoutside,theyarealwaysinsomestateofchange.Thetendencytowardequilibriumisachievedbyabalanceofforcespushingindifferentdirections.Sincethesystemalwaysmovefromonepointtoanewpoint,theequilibriumisonly“quasi-stationary”HumanSystemsasQuasi-station5DynamicsofOrganizationOrganizationsassocialsystems subsystemswiththeirownidentities,coordinatedeachotherOrganizationaspoliticalsystems peopleatdifferentlevelhavedifferentpowerorganizationasinput-outputsystem transformingneedsandrawmaterialsintoservicesandproductsDynamicsofOrganizationOrgani6Changeagent:Someonewhochangestheforcessufficientlytomovetheequilibriumtoanewpoint,evenifheorshehadnointentiontoproducechange.-Managers,employees-government,consultants,teachers,etc.Changetarget:SomeonewhoistobechangedChangeagent:Someonewhochan7StagesoftheChangeProcessAnychangeprocesscanbeconceptualizedasconsistingofthreestagesorphases,basedontheabovemodelofquasi-stationaryequilibrium--astageofunfreezing,astageofchanging,andastateofrefreezing.Nochangewilloccurunlessthesystemisunfrozen.Nochangewilllastunlessthesystemisrefrozen.Mostchangetheoriesfocusonlyonthemiddlestage,andfailtointroducechangeinthefirstplace,ormaintainthechangewhichhavebeenachieved.StagesoftheChangeProcessA8AModelofPlannedChangeUnfreezing:Creatingmotivationtochange Disconfirmation Guilt/anxiety PsychologicalsafetyChanging:Creatingnewbeliefs,values,behavior Identification,imitation Scanning,trialanderrorRefreezing:Stabilizingthechanges Integrationintopersonality integrationintokeyrelationshipsAModelofPlannedChangeUnfre9Unfreezing:CreatingmotivationtochangeThisisaccomplishedbychangingtheforcesactingonthesystemsuchthatthechangetargetbecomeawarethatthepresentresponsesnolongercreatethedesiredresults.Disconfirmation:thepresentsituationisdisconfirmedthroughtheappearanceofinformationthatgoalswillnotbemet,oridealswillnotbeachieved.badnewsofthecompany;problemsorshortcomingsrevealedbyconsultingfirm;providedbychangeagent,andsometimeitisalreadyknowntothetargetbutsuppressedordenied.Unfreezing:Creatingmotivatio10SurvivalAnxiety:thechangetargetfeelsthathisorhercurrentpositionoridentitycannotbemaintainedunlesssomethingnewislearnedandimplemented.arousedbydisconfirminginformationthreateningthatthechangetargetwillbeworseoffunlesssomethingischanged.SurvivalAnxiety:thechanget11LearningAnxiety:whichisanythingfromfearoftheunknown,fearoflossofidentity,fearoflossofgroupmembership,fearoftemporaryincompetencewhilelearningsomethingnew.PrimalforceofresistancetochangeDenialofthedisconfirminginformationDodgingbyrationalizingthatthedisconfirmationappliestoothersbutnotthechangetargetBargaining:trytoavoidthechangebyaskingforprovidingadditionalconditionthatthechangeagentcannotmeetit.:“OKI’llchangebutonlyifyougivemesomethingextraortakesomepainaway;”LearningAnxiety:whichisany12Survivalanxietyv.s.LearninganxietyChangewillonlyoccurifSurvivalAnxietyisgreaterthanLearningAnxiety.Increasingsurvivalanxietydoesnotreducetheresistanceforceofchange;Thesolutionistoreducelearninganxietybymakingitpsychologicalsafetochange.Survivalanxietyv.s.Learnin13CreationofPsychologicalSafetyCreatetheconditionthatmakeitpossibleforthechangetargettoseeapaththatdoesnotinvolvelossofidentity,groupmembership,orsenseofcompetence.Abalanceofenoughdiscomfirmationwhicharouseanoptimallevelofsurvivalanxietyorguilt,withoutarousingsomuchlearninganxietyastocausedenialorsomeotherdefensemechanism.CreationofPsychologicalSafe14Whattheeffectivemanageractingasachangeagentmusttrytoconveysimultaneouslyis:Yourpresentbehaviororattitudeisunacceptable(discon-firmation);Itisviolatingsomeofourstandardsoriscausingustofailingettingthejobdone(inductionofguiltand/orsurvivalanxiety);But,Iwillhelpyoutochangeandmakeyoufeelsafewhileyoulearnanewbehaviororattitude(creationofpsychologicalsafety).Whattheeffectivemanageract15Changing:Creatingnewbeliefs,values,behaviorChangingthroughcognitiveredefinitionpeoplemayknowsomethingwrongwiththewaytheyarethinking,buttheycannotconceiveofanyalternativewayofthinking.Considertwochangingorlearningmechanisms:Scanningtheenvironmentuntilanewformulationisfound;Findingarolemodelandlearninganewpointofviewthroughpsychological“identification”Changing:Creatingnewbeliefs16Refreezing:StabilizingthechangesPersonalintegration:newbehaviorsfitintoindividual’spersonalityorgroup’sculture.Relationalintegration:newbehaviorsfitintotheongoingrelationshipsandtheworkcontextofthepersonorgroupthathaschanged.Refreezing:Stabilizingthech17AMapoftheChangeManagementProcessWhychange?DeterminingtheneedforchangeDeterminingthedegreeofchoiceaboutwhethertochange

DefiningthedesiredfuturestageDescribingthepresentstageGettingfromheretothere:AssessingthepresentintermsofthefuturetodeterminingtheworktobedoneManagingduringthetransitionstage?AMapoftheChangeManagement18WhyChange?Toomanychangeprocessesarebegunwithoutaclearlogicorgoalsthatmakesense.Onceachangegoalhasbeenpreciselydefined,fivesetsofquestionsneedtobeaddressed:Whatisthechangeagent’smotivation?Whoseinterestswillbeservedbytheproposedchange?Istherearealneedforchange?Whoseneedsarereallythecriticaldrivingforcestowardchange?Howrealisticandfeasibleisthechange?Whereistheenergyforchange?Howunfrozenisthesystem?WhyChange?19WhatistheIdealStagetobeAchievedDevelopaclearpictureoftheidealstate.Developingaconcretevisionoftheidealstateisessentialinordertotestthefeasibilityofchange.DefiningthePresentStageoftheSystemDefinethepresentstateofthesystempreciselyThisisoftentobemoredifficultthananticipatedbecauseweassumethatweknowwhatiscurrentlygoingonwhen,infact,wedonot.Inordertofindoutpresentstageandtofigureouthowmuchofachangewillberequiredtogettothatfuturestate,thechangeagentmustmakesomediagnosticinterventions.WhatistheIdealStagetobe20DiagnosticinterventionDiagnosticinterventionshouldfocuson“inquiry”interviewingmembersofthetargetsystemfindingoutwhatisreallygoingonmakingsuggestion,discussingpossiblesolutionsputtingpressureonthetargetThisprocessisitselfalreadyaninterventionandshouldbeconductedinsuchawaythatthechangegoalareenhanced.Diagnosticinterventionsarethebestwaytogetmembersofthetargetsysteminvolvedinthechangeprogram.Diagnosticintervention21DiagnosticTools:Force-FieldAnalysisTheessenceofthisdiagnostictechniqueistoanalyzethequasi-stationaryequilibriumofthepresentstate,determinewhichforcesarethedrivingforcesandwhichtherestrainingforces,

Forcefieldanalysisisdesignednotonlytohighlightthedynamicsofthesystembutalsotoforcethechangeanenttothinkthroughallofforcesthatmaybeactingonthesystem.DiagnosticTools:Force-Field22CategoriesofForcesTechnologicalEconomicPoliticalSocio-culturalOrganizationalPolicyStructureGroupInterpersonalIndividual/PersonalCategoriesofForces23DrivingForcesComputersalesmenEaseofuseTech.andecon.NeedsTrainingofyoungermanagerTechnologyinfrastructureNewlydevelopedtechnologiesExpectationofbeing“starter”StatusofhavingownsystemSeniormanagementpressureMaintainingcompetitiveadvantageAbundanceofinformationISgrouppushingfromthemiddleAbilitytogetfasteraccesstoinfo.NeedforpeercommonlanguageDesireformorepowerandcontrolDecisionsbecomevisible

ResistingForcesTimetolearnhowtodoitInrelevanttomanagementproblemsLossofdialoguewithstaffLimitationofwhatsystemcandoSub-cultureofsystemsgroupInformationqualitymaybelowerExecutiveresistanceExecutivejobwillchangeDecisionprocessbecomesexplicitDecisionsbecomesvisibleLossofstatustodoitinabilitytocalibratereactionson-linelackofskillinusingsystemsSystemsisnotflexibleDSSdealwithonlypartofajobConfusionaboutwhattheITinnovationisIncreasesworkload

DrivingForcesResistingForces24Forcefieldanalysisallowsthechangeplannertofocusmorepreciselyonwhatexactlytheyaretryingtodo,determinehowmanyforcesareactingonthesystemandwhichofthemareespeciallystrongandthereforehavetobedealtwithfirst,thinkmoreclearlyaboutwhereandhowtobeginForcefieldanalysisallowsth25TakingActionBasedonFFAAdddrivingforceseasiertomanipulate--theyareoftenunderthecontrolofthemanagement,equivalenttoincreasingtheSurvivalAnxietyandmayincreasevariousformsofresistancetochange,Removerestrainingforceshardertomanipulate--notcontrolledbythemanagementequivalenttoreducingtheLearningAnxietyandmaymakingchangeeasierandlessthreatening.TakingActionBasedonFFAAdd26OpenSystemsPlanningAforcefieldanalysisrevealsonaspectofthecomplexityofthesystem,butitdoesnotrevealsomeoftheimportantconnectionbetweenthepartsofthesystemthatmaybesupportingsomeofthekeyforces.Therefore,inadditiontotheFFAoneshoulddosomesystemmappingandrolenetworkanalysisOpensystemplanningisadiagnostictoolwhichpurposeistorevealtheconnectionsthatexistbetweenthetargetgrouporsocialsystemanditsenvironments,inordertoassesswhatrolethoseconnectionplayeitherasdrivingorrestrainingforces.OpenSystemsPlanningAforcef27Seven-phaseofopensystemplanning1. Determinethe“coremission”oftheorganization.2. Mapthedemandsystem.3. Mapthecurrentresponsesystem.4. Projecttheprobabledemandsystem,givennochangeinorganizationimpact.5. Identifythedesiredstage.6. Listactivitiesnecessarytoachievethedesiredstage.7. Definecost-effectiveoptions.Seven-phaseofopensystempla28OpenSystemsPlanningDemandingsystem:allthosestakeholdersbothinsideandoutsidetheorganizationwhomakesomekindsofdemandsontheorganization.Responsesystem:allthoseintheorganizationwhoaresupposedtorespondtothesedemandsandtheirmethodofresponse.ThiskindofanalysisisusuallydonebyagroupfamiliarwiththesituationofthetargetsystemvisuallydrawingonachartOpenSystemsPlanningDemanding29OpenSystemsPlanningThepictureofthedemandsystemmayallowustosketchthefuturepictureofthesystemtoanalysiswhatdowewanttorespondtohowtocreatetherightresponsesystemsThemappingprocessrevealswhereconnectionsneedtoweakenedandstrengthened,andwherenewchangetargetshavetobedealtwithiftheoverallchangeprojectistowork.OpenSystemsPlanningThepictu30RoleMappingRolemappingcanbeviewedasanextensionandrefinementofopensystemsplanningitfocusesmorepreciselyonaspecificchangetarget,agroupormanager.Defineswhatareforthatpersonorgrouptherelevant“rolesenders”.Foreachsendersomeeffortismadetoidentifywhatthatsenderexpects,andthetotalsetofexpectationisthenexaminedforevidenceofthreekindsofproblemsRoleMappingRolemappingcanb31RoleMappingThreeroleproblems:Roleoverload:thesumtotalofwhatisexpectedofthetargetexceedswhatthetargetcouldeverdo.Roleambiguity:somerolesendersarenotclearorsendmixedsignals,sothatthetargetisnotsurewhatisexpectedfromthosesenders.Roleconflict:someoftheexpectationareindirectconflictwitheachother,requiringthetargettodecidewhoseexpectationswillberespondedto.RoleMappingThreeroleproblem32RoleMappingOncetherolenetworkanditscharacteristicsareidentified,onecanexamineitforevidenceofwheretheremightbeunusualsourcesofresistancetochange(i.e.somepowerfulrolesenderwhoexpectssomethingtotallydifferentfromwhatthechangeagentwouldlikethetargettodo)wheretheremightalreadybesomeenergyforchange(i.e.wheresomerolesenderalreadywantthetargetpersonorgrouptomoveinthesamedirectionasthechangeagentdoes,orwhereothershavealreadyunfrozenthetarget).RoleMappingOncetherolenetw33SelectingFirstChangeStepsInselectingwhattodowithwhom,itisimportanttorememberthatanyinitialstepthatthechangeagenttakesisanopportunitytobeginthechangeprocessitself.Itisafundamentalprincipleofworkingwithhumansystemsthatanycontactwiththesystemisanintervention,eveniftheintentisonlydiagnostic.SelectingFirstChangeStepsIn34CriteriaforSelectingFirstChangeTargetAccessibility:Isthepersonselectedasaninitialtargetavailable(accessible)ornot?Leverage:doyouhaveenoughpowertoinfluencethechangetargetatthestartingpoint?Vulnerability:thetargetyouhavechoseisvulnerabletochange;Appropriateness:howappropriateitisLinkage:linktotherestofsystemCriteriaforSelectingFirstC35ProcessConsultationasanInterventionModelThebestwaytoapproachanydiagnosticsituationistoviewitasaninterventionandtojudgetheappropriate-nessofthatinterventionInterventionworkbestwhenthechangeagentsconsiderfullytheneedsoftheclients/targetsChangetargetwillonlychangewhentheyviewthemsel-vesasclientsgettinghelpfromthechangeagent.Itisessentialthattheclients/targetsbeinvolvedinthediagnosticprocessandmaintainownershipoftheirproblemsProcessConsultationasanInt36TheChangeProcessinPerspectiveAlloftheprocessesandtoolsdescribedabovewillbeusedsimultaneouslyinachangeproject.Itisdesirableatthebeginningofthechangeprojecttotakethetimetodoasmuchdiagnosticworkaspossiblewithoutinvolvingtheclient,sothattheinitialinterventioncanbemadeinthemosthelpfulway.InordertounderstandasystemyoushouldtrytochangeitTheChangeProcessinPerspect37ManagingComplexChangeManagingComplexChange38ChallengesChangingtheshapeoforganizationChangesinthemissionor“reasontobe”ChangesinwaysofdoingbusinessChangesinownershipDownsizingChangesinthecultureoftheorganizationChallengesChangingtheshapeo39Conditionsforeffectivemanagementofchangeavisionofwhattheinstitutionshouldlooklikeaclearsenseoftheorganization’sidentity(reasontobe)aclearsenseoftheorganization’sinterdependencywithitsoutsideenvironmentclearandreachablescenarios(notobjective,butdescriptionsoftheendstates)flexibleenoughorganizationalstructureeffectiveuseofadvancedtechnologyrewardsystemsthatequallyreflectorganizationprioritiesConditionsforeffectivemanag40TheDemandSystem

ForcesintheEnvironmentTheDemandSystem

Forcesinth41HumanSystemsasQuasi-stationaryEquilibriumofMultipleForcesAhumansystemsuchasanindividual,agroup,oranorganizationisusuallycomposedofanumberofsub-systems.Allsystemsarealwayssubjectedtomultipleforcesbothfrominsideorfromoutside,theyarealwaysinsomestateofchange.Thetendencytowardequilibriumisachievedbyabalanceofforcespushingindifferentdirections.Sincethesystemalwaysmovefromonepointtoanewpoint,theequilibriumisonly“quasi-stationary”HumanSystemsasQuasi-station42DynamicsofOrganizationOrganizationsassocialsystems subsystemswiththeirownidentities,coordinatedeachotherOrganizationaspoliticalsystems peopleatdifferentlevelhavedifferentpowerorganizationasinput-outputsystem transformingneedsandrawmaterialsintoservicesandproductsDynamicsofOrganizationOrgani43Changeagent:Someonewhochangestheforcessufficientlytomovetheequilibriumtoanewpoint,evenifheorshehadnointentiontoproducechange.-Managers,employees-government,consultants,teachers,etc.Changetarget:SomeonewhoistobechangedChangeagent:Someonewhochan44StagesoftheChangeProcessAnychangeprocesscanbeconceptualizedasconsistingofthreestagesorphases,basedontheabovemodelofquasi-stationaryequilibrium--astageofunfreezing,astageofchanging,andastateofrefreezing.Nochangewilloccurunlessthesystemisunfrozen.Nochangewilllastunlessthesystemisrefrozen.Mostchangetheoriesfocusonlyonthemiddlestage,andfailtointroducechangeinthefirstplace,ormaintainthechangewhichhavebeenachieved.StagesoftheChangeProcessA45AModelofPlannedChangeUnfreezing:Creatingmotivationtochange Disconfirmation Guilt/anxiety PsychologicalsafetyChanging:Creatingnewbeliefs,values,behavior Identification,imitation Scanning,trialanderrorRefreezing:Stabilizingthechanges Integrationintopersonality integrationintokeyrelationshipsAModelofPlannedChangeUnfre46Unfreezing:CreatingmotivationtochangeThisisaccomplishedbychangingtheforcesactingonthesystemsuchthatthechangetargetbecomeawarethatthepresentresponsesnolongercreatethedesiredresults.Disconfirmation:thepresentsituationisdisconfirmedthroughtheappearanceofinformationthatgoalswillnotbemet,oridealswillnotbeachieved.badnewsofthecompany;problemsorshortcomingsrevealedbyconsultingfirm;providedbychangeagent,andsometimeitisalreadyknowntothetargetbutsuppressedordenied.Unfreezing:Creatingmotivatio47SurvivalAnxiety:thechangetargetfeelsthathisorhercurrentpositionoridentitycannotbemaintainedunlesssomethingnewislearnedandimplemented.arousedbydisconfirminginformationthreateningthatthechangetargetwillbeworseoffunlesssomethingischanged.SurvivalAnxiety:thechanget48LearningAnxiety:whichisanythingfromfearoftheunknown,fearoflossofidentity,fearoflossofgroupmembership,fearoftemporaryincompetencewhilelearningsomethingnew.PrimalforceofresistancetochangeDenialofthedisconfirminginformationDodgingbyrationalizingthatthedisconfirmationappliestoothersbutnotthechangetargetBargaining:trytoavoidthechangebyaskingforprovidingadditionalconditionthatthechangeagentcannotmeetit.:“OKI’llchangebutonlyifyougivemesomethingextraortakesomepainaway;”LearningAnxiety:whichisany49Survivalanxietyv.s.LearninganxietyChangewillonlyoccurifSurvivalAnxietyisgreaterthanLearningAnxiety.Increasingsurvivalanxietydoesnotreducetheresistanceforceofchange;Thesolutionistoreducelearninganxietybymakingitpsychologicalsafetochange.Survivalanxietyv.s.Learnin50CreationofPsychologicalSafetyCreatetheconditionthatmakeitpossibleforthechangetargettoseeapaththatdoesnotinvolvelossofidentity,groupmembership,orsenseofcompetence.Abalanceofenoughdiscomfirmationwhicharouseanoptimallevelofsurvivalanxietyorguilt,withoutarousingsomuchlearninganxietyastocausedenialorsomeotherdefensemechanism.CreationofPsychologicalSafe51Whattheeffectivemanageractingasachangeagentmusttrytoconveysimultaneouslyis:Yourpresentbehaviororattitudeisunacceptable(discon-firmation);Itisviolatingsomeofourstandardsoriscausingustofailingettingthejobdone(inductionofguiltand/orsurvivalanxiety);But,Iwillhelpyoutochangeandmakeyoufeelsafewhileyoulearnanewbehaviororattitude(creationofpsychologicalsafety).Whattheeffectivemanageract52Changing:Creatingnewbeliefs,values,behaviorChangingthroughcognitiveredefinitionpeoplemayknowsomethingwrongwiththewaytheyarethinking,buttheycannotconceiveofanyalternativewayofthinking.Considertwochangingorlearningmechanisms:Scanningtheenvironmentuntilanewformulationisfound;Findingarolemodelandlearninganewpointofviewthroughpsychological“identification”Changing:Creatingnewbeliefs53Refreezing:StabilizingthechangesPersonalintegration:newbehaviorsfitintoindividual’spersonalityorgroup’sculture.Relationalintegration:newbehaviorsfitintotheongoingrelationshipsandtheworkcontextofthepersonorgroupthathaschanged.Refreezing:Stabilizingthech54AMapoftheChangeManagementProcessWhychange?DeterminingtheneedforchangeDeterminingthedegreeofchoiceaboutwhethertochange

DefiningthedesiredfuturestageDescribingthepresentstageGettingfromheretothere:AssessingthepresentintermsofthefuturetodeterminingtheworktobedoneManagingduringthetransitionstage?AMapoftheChangeManagement55WhyChange?Toomanychangeprocessesarebegunwithoutaclearlogicorgoalsthatmakesense.Onceachangegoalhasbeenpreciselydefined,fivesetsofquestionsneedtobeaddressed:Whatisthechangeagent’smotivation?Whoseinterestswillbeservedbytheproposedchange?Istherearealneedforchange?Whoseneedsarereallythecriticaldrivingforcestowardchange?Howrealisticandfeasibleisthechange?Whereistheenergyforchange?Howunfrozenisthesystem?WhyChange?56WhatistheIdealStagetobeAchievedDevelopaclearpictureoftheidealstate.Developingaconcretevisionoftheidealstateisessentialinordertotestthefeasibilityofchange.DefiningthePresentStageoftheSystemDefinethepresentstateofthesystempreciselyThisisoftentobemoredifficultthananticipatedbecauseweassumethatweknowwhatiscurrentlygoingonwhen,infact,wedonot.Inordertofindoutpresentstageandtofigureouthowmuchofachangewillberequiredtogettothatfuturestate,thechangeagentmustmakesomediagnosticinterventions.WhatistheIdealStagetobe57DiagnosticinterventionDiagnosticinterventionshouldfocuson“inquiry”interviewingmembersofthetargetsystemfindingoutwhatisreallygoingonmakingsuggestion,discussingpossiblesolutionsputtingpressureonthetargetThisprocessisitselfalreadyaninterventionandshouldbeconductedinsuchawaythatthechangegoalareenhanced.Diagnosticinterventionsarethebestwaytogetmembersofthetargetsysteminvolvedinthechangeprogram.Diagnosticintervention58DiagnosticTools:Force-FieldAnalysisTheessenceofthisdiagnostictechniqueistoanalyzethequasi-stationaryequilibriumofthepresentstate,determinewhichforcesarethedrivingforcesandwhichtherestrainingforces,

Forcefieldanalysisisdesignednotonlytohighlightthedynamicsofthesystembutalsotoforcethechangeanenttothinkthroughallofforcesthatmaybeactingonthesystem.DiagnosticTools:Force-Field59CategoriesofForcesTechnologicalEconomicPoliticalSocio-culturalOrganizationalPolicyStructureGroupInterpersonalIndividual/PersonalCategoriesofForces60DrivingForcesComputersalesmenEaseofuseTech.andecon.NeedsTrainingofyoungermanagerTechnologyinfrastructureNewlydevelopedtechnologiesExpectationofbeing“starter”StatusofhavingownsystemSeniormanagementpressureMaintainingcompetitiveadvantageAbundanceofinformationISgrouppushingfromthemiddleAbilitytogetfasteraccesstoinfo.NeedforpeercommonlanguageDesireformorepowerandcontrolDecisionsbecomevisible

ResistingForcesTimetolearnhowtodoitInrelevanttomanagementproblemsLossofdialoguewithstaffLimitationofwhatsystemcandoSub-cultureofsystemsgroupInformationqualitymaybelowerExecutiveresistanceExecutivejobwillchangeDecisionprocessbecomesexplicitDecisionsbecomesvisibleLossofstatustodoitinabilitytocalibratereactionson-linelackofskillinusingsystemsSystemsisnotflexibleDSSdealwithonlypartofajobConfusionaboutwhattheITinnovationisIncreasesworkload

DrivingForcesResistingForces61Forcefieldanalysisallowsthechangeplannertofocusmorepreciselyonwhatexactlytheyaretryingtodo,determinehowmanyforcesareactingonthesystemandwhichofthemareespeciallystrongandthereforehavetobedealtwithfirst,thinkmoreclearlyaboutwhereandhowtobeginForcefieldanalysisallowsth62TakingActionBasedonFFAAdddrivingforceseasiertomanipulate--theyareoftenunderthecontrolofthemanagement,equivalenttoincreasingtheSurvivalAnxietyandmayincreasevariousformsofresistancetochange,Removerestrainingforceshardertomanipulate--notcontrolledbythemanagementequivalenttoreducingtheLearningAnxietyandmaymakingchangeeasierandlessthreatening.TakingActionBasedonFFAAdd63OpenSystemsPlanningAforcefieldanalysisrevealsonaspectofthecomplexityofthesystem,butitdoesnotrevealsomeoftheimportantconnectionbetweenthepartsofthesystemthatmaybesupportingsomeofthekeyforces.Therefore,inadditiontotheFFAoneshoulddosomesystemmappingandrolenetworkanalysisOpensystemplanningisadiagnostictoolwhichpurposeistorevealthe

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