ABSTRACT

Understanding how and why organizational changes succeed is of paramount importance because many organizational changes do not deliver the expected results. This paper presents a case study of successful change at a world leading cardiology department and proposes a model of cascading change that requires change managers to go beyond the simplistic dichotomies of planned versus emergent change. Successful change requires the reconciliation and integration of top-down and bottom-up approaches. Top management must set the direction and should then step back and allow the diagnosis and solution-development processes to take place in a bottom-up manner. This allows employees to identify and solve the problems that matter to them and that reflect their organizational reality. The implementation of the changes toward the end of the change process should take place in a top-down manner. The model of cascadingchange is based on three key drivers: a cascading change process with formal handovers engaging more and more employees, Lewinian change processes of unfreeze, move, and refreeze, and, finally, orchestrated employee participation. The cascading change process is found to build participation, transparency, trust, and commitment to the change among employees and managers. In turn, this ensures that implementation occurs without problems.

摘要

了解组织变革如何成功以及为何如此成功至关重要，因为许多组织变革无法带来预期的结果。本文介绍了一个世界领先的心脏病学部门成功进行变更的案例研究，并提出了一种级联式变更模型，该模型要求变更经理超越计划变更和紧急变更的简单二分法。成功的变革需要自上而下和自下而上的方法的协调与整合。最高管理者必须设定方向，然后退后一步，以自下而上的方式进行诊断和解决方案开发过程。这使员工能够识别和解决对他们而言重要的问题，并反映出他们的组织现实。在变更过程结束时，变更的实施应以自上而下的方式进行。级联更改模型基于三个关键驱动因素：级联更改过程，其中正式交接涉及越来越多的员工； Lewinian更改冻结，移动和重新冻结的更改过程，最后是精心策划的员工参与。发现级联的变更过程可以建立员工，经理之间对变更的参与，透明度，信任和承诺。反过来，这确保了实现不会出现问题。发现级联的变更过程可以建立员工，经理之间的参与度，透明度，信任度和对变更的承诺。反过来，这确保了实现不会出现问题。发现级联的变更过程可以建立员工，经理之间对变更的参与，透明度，信任和承诺。反过来，这确保了实现不会出现问题。