ABSTRACT

A normative and actionable theory of planned organizational change and development is proposed based on fifty years of engagement by the author as a scholar- consultant. Five principles are central features of the theory and practice proposed: (1) Organizations are systems and successful transformations require senior teams to lead a strategic organizational learning process to change the whole system; (2) Six publicly undiscussable and potentially inconvenient truths about organizational and leadership barriers to an effective and human centric organization must be made discussible and changed if the transformation is to be sustained; (3) A five-step process for an honest, collective and public conversation about the six silent barriers and senior team’s plans for change in them is essential for successful and sustained change; (4) Successful change in a large and complex system is a unit-by-unit process with each unit’s leadership team employing the normative five step process proposed; and (5) Successful change requires collaboration with consultants acting as both facilitators of and expert resources to the honest conversation. The relative success of the planned change process proposed is moderated by leaders’ motivation to lead change, openness to constructive conflict, and their possession of human centric values.

摘要

在作者作为学者顾问的五十年的参与下，提出了计划中的组织变革和发展的规范性和可操作性理论。五项原则是所提出的理论和实践的主要特征：（1）组织是系统，成功的变革需要高级团队领导战略性组织学习过程来改变整个系统；（2）要使变革持续下去，必须使关于有效和以人为本的组织的组织和领导障碍的六个公开不可讨论且可能带来不便的真相成为可以讨论和改变的；（3）对于六个无声壁垒和高层团队的变革计划，进行五个步骤的诚实，集体和公开对话，对于成功和持续的变革至关重要；（4）在一个大型而复杂的系统中成功进行变更是一个逐个单元的过程，每个单元的领导团队都采用提议的规范性五步过程；（5）成功的变革需要与既是诚实对话的促进者又是专家资源的顾问合作。提议的计划变革过程的相对成功受到领导者领导变​​革的动力，对建设性冲突的开放态度以及他们以人为本的价值观的控制。