For the Ford Motor Company and the United Automobile Workers Union, fifty‐six pivotal events over three decades add up to a transformation in organizational and institutional arrangements. Compared to much of the literature on critical moments, which involves micro analysis of turning points in a single negotiation, this is a meso and macro study where deeply embedded cultural assumptions were “on the table” and, where effectively resolved, constituted an organizational or institutional pivot. Many pivotal events were planned, either as part of a formal negotiation or a large‐scale change initiative, requiring intentionally orchestrated critical moments. Others were unplanned and called for improvisational critical moments. The pivotal events also included situations where transformative potential was present, but the results fell short of the potential—a circumstance (noting what could have happened, but didn’t) that is not usually documented in the literature on critical moments. Not all critical moments in negotiations result in a pivotal event, let alone an organizational or institutional transformation, but this paper documents ways to connect the dots across these micro, meso, and macro levels of analysis.

中文翻译：

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推动组织和机构转型的关键事件

对于福特汽车公司和美国汽车工人联合会而言，在过去的三十年中发生了五十六次关键事件，这些都构成了组织和机构安排的转变。与许多关键时刻的文献相比，这涉及对单个谈判中转折点的微观分析，这是一项中观和宏观研究，其中深层嵌入的文化假设“摆在桌面上”，并且在有效解决的情况下构成了组织或组织。制度枢纽。作为正式谈判的一部分或大规模变革计划的一部分，计划了许多关键事件，需要精心策划关键时刻。其他人则是计划外的，需要临时准备的关键时刻。关键事件还包括存在变革潜力的情况，但是结果没有达到潜在的效果-一种情况（注意可能发生了什么，但没有发生）在关键时刻通常没有在文献中记录。并非谈判中的所有关键时刻都会导致关键事件，更不用说组织或机构的转变了，但是本文记录了在微观，中观和宏观分析层次上连接点的方法。