Building a values-driven organization : a whole system approach to cultural transformation
Building a values-driven organization : a whole system approach to cultural transformation
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建立价值观驱动的组织：文化转型的整体系统方法
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发表时间：
2006
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通讯作者：
R. Barrett
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作者：
R. Barrett
目录第一章介绍背景全系统变革实施全系统变革2意识的七个层次模型个人意识的七个层次群体意识的七个层次3文化转型工具SM组织意识的七个层次全-频谱意识4映射组织的价值观价值观图价值观分布正价值观分布CTS图表业务需求记分卡使用CTT评估工具的其他例子结论5绘制个人价值观个人价值观评估结论6合并文化-领导团队价值观的重要性A公司和B公司的合并A部门和B部门的合并领导团队的价值观7领导力发展-文化转型的关键领导意识的七个层次全谱意识领导者如何成为全谱？领导价值观评估8整体系统变革-文化转型的背景整体模型常见错误文化熵9整体系统变革的框架准备阶段实施阶段10基于价值观的决策的重要性意识的四个向量决策的五种模式结论11价值观-管理团队绩效指标个人绩效指标价值观-管理软件12整合欣赏式询问13整合弹性基线弹性诊断14整合EFQM卓越模型（R）欧洲卓越的出现整合EFQM和CT工具案例研究：设施理事会谢菲尔德哈勒姆大学15位新领导，新变革-代理人基于价值观的决策新领导者全系统变革的大师实践者附件1：资源和联系方式
Table of Contents Chapter 1 Introduction Background Whole System Change Implementing Whole System Change 2 The Seven Levels of Consciousness Model The Seven Levels of Personal Consciousness The Seven Levels of Group Consciousness 3 The Cultural Transformation ToolsSM The Seven Levels of Organizational Consciousness Full-Spectrum Consciousness 4 Mapping the Values of Organizations Values Plot Values Distribution Distribution of Positive Values CTS Chart Business Needs Scorecard Other Examples of the Use of the CTT Assessment Instruments Conclusions 5 Mapping the Values of Individuals Individual Values Assessments Conclusions 6 Merging Cultures - The Importance of the Values of the Leadership Group The Merger of Company A and Company B The Merger of Department A and Department B The Values of the Leadership Group 7 Leadership Development - The Key to Cultural Transformation The Seven Levels of Leadership Consciousness Full-Spectrum Consciousness How Do Leaders Become Full-Spectrum? Leadership Values Assessments 8 Whole System Change - The Context for Cultural Transformation The Integral Model Common Mistakes Cultural Entropy 9 The Framework for Whole System Change Preparation Phase Implementation Phase 10 The Importance of Values-Based Decision-Making The Four Vectors of Consciousness The Five Modes of Decision-Making Conclusions 11 Values-Management Group Performance Indicators Individual Performance Indicators Values-Management Software 12 Integrating Appreciative Inquiry 13 Integrating Resilience Baseline Resilience Diagnostic 14 Integrating the EFQM Excellence Model(R) The Emergence of Excellence in Europe Integrating EFQM and CT Tools Case Study: Facilities Directorate Sheffield Hallam University 15 New Leaders, New Change-Agents Values-Based Decision-Making New Leaders Master Practitioners of Whole System Change Annex 1: Resources and Contact Information