Crisis and Renewal: Meeting the Challenge of Organizational Change重组危机-JobPlus

[书籍] Crisis and Renewal: Meeting the Challenge of Organizational Change重组危机

作者: David K. Hurst

出版社: Harvard Business Press

简介: "Crisis & Renewal" presents a radical view of how all successful organizations evolve and renew themselves and of what managers must do to lead the revival. Contrary to traditional organizational theory, which emphasizes rationality and control in the management of change, this book argues that there are times when managers must deliberately create crises by committing acts of 'ethical anarchy' in order to break the constraints of success and renew their organizations. Hurst develops a model of change - the organizational ecocycle - to explain how even successful organizations become systematically vulnerable to catastrophe.He brings the model to life with stories of crisis and renewal from both his own management and consulting experiences and a cross-section of enterprises - from the hunter-gatherers of the Kalahari and the Quakers of the Industrial Revolution to contemporary organizations such as 3M and Nike. Born when people come together to capitalize on an opportunity, young organizations are usually dedicated to innovation and learning.As they grow and age, they become preoccupied with performance. Sooner or later they become constrained by their own success. For, in the pursuit of performance, what were once self-selected roles become designated tasks, flexible teams become rigid structures, open networks give way to closed systems, and control supplants commitment as people change. The risk, says Hurst, is that this single-minded, performance orientation may render organizations dangerously insensitive to subtle changes in the environment, seriously damaging their ability to learn.Renewal-changing a performance organization back into a learning organization-demands the restoration of the excitement, emotional commitment, and values often missing from large enterprises. It involves returning to the founding principles of the firm to reconnect the past with the present. In the aftermath of crisis, only shared values can hold a renewing organization together. "Crisis & Renewal" gives managers the theoretical grounding and the practical tools for leading their organizations to new life. The Management of Innovation and Change Series. 成功的组织如何发展和振兴？管理者在领导组织振兴的过程中必须做些什么？《危机与振兴》一书就此提出了一个重要观点。传统的组织理论强调的是变革管理中的合理性和控制本书却一反其道认为管理者有时必须采取“有道的无序”行动来故意创造危机，以便打破以往成功的制约，从而使组织得以振兴。本书作者提出了一个变革模式―即组织生态循环，以此来解释，成功的组织为何会逐步变得不堪一击。作者以若干危机和振兴的故事来充实他提出的模式，使之富于生命力。这些故事有的来自他在管理和咨询方面的亲身经历有的来自各种典型模式――非洲卡拉哈里沙漠上的狩猎、采集部落；英国工业革命时期的贵格会；还有像3M公司和耐克公司这样的当代商业组织。大家为了某个机遇而携手合作之时，组织便诞生了。幼年的组织通常都致力于创新和学习，然而它们成长起来之后，就变得只注重业绩。它们早晚会为自己的成功所制约，因为在追求业绩的过程当中，由于人发生了变化：曾经是自己选择的工作变成了受人指定的任务；灵活机动的团队变成了僵化的结构：开放式的网络让位于封闭式的体系：控制取代了责任。作者认为，这样做的危险是，一味追求业绩的指导方针，可能会使组织对微妙的环境变化丧失敏感性，从而严重影响了其学习能力。振兴――即把组织从业绩型变回到学习型――的前提是，恢复在大型企业里通常已不复存在的激情、感情投入和价值观念。所谓振兴，就是回到初创时期的原则上来，重新建立起过去与现在的联系。危机发生之后，只有共同的价值观才能使振兴之中的组织团结一致。《危机与振兴》一书为管理者提供了领导组织走向新生活的理论基础和实用方法。

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