The Dance of Change: The challenges to sustaining momentum in a learning organizationCrown, 1999. márc. 16. - 608 oldal Since Peter Senge published his groundbreaking book The Fifth Discipline, he and his associates have frequently been asked by the business community: "How do we go beyond the first steps of corporate change? How do we sustain momentum?" They know that companies and organizations cannot thrive today without learning to adapt their attitudes and practices. But companies that establish change initiatives discover, after initial success, that even the most promising efforts to transform or revitalize organizations—despite interest, resources, and compelling business results—can fail to sustain themselves over time. That's because organizations have complex, well-developed immune systems, aimed at preserving the status quo. Now, drawing upon new theories about leadership and the long-term success of change initiatives, and based upon twenty-five years of experience building learning organizations, the authors of The Fifth Discipline Fieldbook show how to accelerate success and avoid the obstacles that can stall momentum. The Dance of Change, written for managers and executives at every level of an organization, reveals how business leaders can work together to anticipate the challenges that profound change will ultimately force the organization to face. Then, in a down-to-earth and compellingly clear format, readers will learn how to build the personal and organizational capabilities needed to meet those challenges. These challenges are not imposed from the outside; they are the product of assumptions and practices that people take for granted—an inherent, natural part of the processes of change. And they can stop innovation cold, unless managers at all levels learn to anticipate them and recognize the hidden rewards in each challenge, and the potential to spur further growth. Within the frequently encountered challenge of "Not Enough Time," for example—the lack of control over time available for innovation and learning initiatives—lies a valuable opportunity to reframe the way people organize their workplaces. This book identifies universal challenges that organizations ultimately find themselves confronting, including the challenge of "Fear and Anxiety"; the need to diffuse learning across organizational boundaries; the ways in which assumptions built in to corporate measurement systems can handcuff learning initiatives; and the almost unavoidable misunderstandings between "true believers" and nonbelievers in a company. Filled with individual and team exercises, in-depth accounts of sustaining learning initiatives by managers and leaders in the field, and well-tested practical advice, The Dance of Change provides an insider's perspective on implementing learning and change initiatives at such corporations as British Petroleum, Chrysler, Dupont, Ford, General Electric, Harley-Davidson, Hewlett-Packard, Mitsubishi Electric, Royal DutchShell, Shell Oil Company, Toyota, the United States Army, and Xerox. It offers crucial advice for line-level managers, executive leaders, internal networkers, educators, and others who are struggling to put change initiatives into practice. |
Tartalomjegyzék
Toward an Atlas of Organizational Change | 3 |
4 | 21 |
Redesigning and Rethinking | 27 |
5 | 28 |
How to Read This Book | 34 |
2 | 42 |
3 | 55 |
Not Enough Time | 67 |
From Control to Clarity | 388 |
Visa International | 391 |
Learning Shareholders | 397 |
Cultural Due Diligence | 402 |
Redesigning an Airplane in Midflight | 404 |
Diffusion 1 The Challenge | 417 |
The Organizational Learning Cycle | 435 |
BPs Pacesetter Network | 444 |
2 | 74 |
Five Ways to Create Time | 82 |
6 | 91 |
No Help Coaching and Support | 103 |
8 | 149 |
V | 159 |
A Light Touch and a Long View | 167 |
6 | 177 |
8 | 183 |
11 | 190 |
Walking the Talk | 193 |
The Challenges | 239 |
4 | 253 |
8 | 274 |
Assessment and Measurement | 281 |
2 | 291 |
3 | 298 |
5 | 313 |
IX | 319 |
Governance 1 The Challenge | 361 |
Community of Companies | 380 |
Interdependence at Shell | 384 |
The School for Managing | 450 |
Bootstrap Principles | 453 |
Online Engagement | 456 |
Learning Histories | 460 |
A WorldClass Reflective Practice Field | 470 |
What Are Communities of Practice? | 477 |
Watershed Events | 480 |
Strategy and Purpose 1 The Challenge | 487 |
Managing the Horizon | 504 |
Asking Big Questions | 506 |
Scenarios for Changing the World | 511 |
Strategy as Conversation | 518 |
Strategic Transformation at Royal DutchShell | 523 |
Sustainable Innovation | 529 |
After the Rainforest | 536 |
Electricity for All | 539 |
Conscious Oversight | 545 |
Leadership in the World of the Living | 557 |
Acknowledgments | 570 |
How to Get in Touch with the Creators of This Book | 578 |
Owner Registration Form | 597 |
Más kiadások - Összes megtekintése
The Dance of Change: The challenges to sustaining momentum in a learning ... Peter M. Senge Korlátozott előnézet - 2014 |
The Dance of Change: The Challenges of Sustaining Momentum in a Learning ... Peter Senge,Art Kleiner Korlátozott előnézet - 2011 |
The Dance of Change: The challenges to sustaining momentum in a learning ... Peter M. Senge Nincs elérhető előnézet - 1999 |
Gyakori szavak és kifejezések
action aikido approach Arie de Geus Art Kleiner assessment become behavior boss build business results challenge change initiative Chris Argyris coaching commitment communities of practice consultant conversation corporate create credibility culture customers deal decisions develop dynamics effective efforts employees environment Eskom example executive leaders experience feel Fifth Discipline Fieldbook goals governance growth ideas innovative internal investment involved issues leadership learning capabilities learning initiative limits to growth line leaders listen look measures meeting ment mental models mentoring Open-Book Management organization organization's organizational learning performance Peter Senge pilot group practice problems profound change questions recognize reflection reinforcing Rick Ross Royal Dutch/Shell senior management skills story strategy structure success sustain systems thinking team members things tion tive transformation trust trying understand values vision Visteon walking the talk