Principles of Consultation Applied to the Process of Innovation in a Corporate Environment
Principles of Consultation Applied to the Process of Innovation in a Corporate Environment
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应用于企业环境创新过程的协商原则
DOI：
10.31581/jbs-3.1.3(1990
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发表时间：
1990
期刊：
影响因子：
--
通讯作者：
Michael H. Winger
中科院分区：
文献类型：
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作者：
Robert B. Rosenfeld;Michael H. Winger
创新是工业增长的首要条件，但对于大公司来说，许多因素可能会阻碍这一过程。根本因素之一是富有创造力的员工无法有效地向组织传达想法和意图，而组织冷静地倾听和判断想法并采取适当行动的能力有限。本文重点讨论巴哈伊信仰著作中阐述的协商过程如何加强这种沟通以促进创新。 * 本文的整个撰写过程中都使用了咨询过程，作者特别感谢 Margaret Paxson 和 Allan Hoffman 的重大贡献。人类天生具有贵族气质。坏习惯，无论多么根深蒂固，都是后天习得的行为。通过激发人们的高尚品质，可以找到满足人类需求的创造性和有效的解决方案。通过调动人力和物力资源，企业在创新解决人类需求的解决方案方面发挥着至关重要的作用。有效的动员可以利用创造力并引导不同个人的才能实现基本目标。在小型组织（少于200人）中，一个人可以指导创新和管理；在大型组织（超过 200 人）中，这些职能必然被划分为明确定义的角色。随着组织的发展，其结构变得更加复杂，任务变得越来越分化和专业化。讽刺的是，大型组织的这种专业化给创新带来了许多障碍。当企业了解这些障碍时，他们就可以开始设计流程来克服这些障碍。本文描述： • 大型组织中阻碍员工发挥创造性潜力的障碍； • 适用于释放创造性潜力的协商过程理论； • 咨询模式在大型组织中的现有应用示例。 •
Innovation is a prime requisite for industrial growth, but ill a large corporation many factors can obstruct this process. One of the root factors is the inability of creative employees to communicate ideas and intentions effectively to their organization and the organization’s limited ability to listen and judge ideas dispassionately and then take appropriate action. This article focuses on how the process of consultation, as elaborated in the writings of the Bahá’í Faith, can enhance this communication to promote innovation. * The process of consultation was used throughout the development of this article, and the authors especially thank Margaret Paxson and Allan Hoffman for their significant contributions. uman beings are predisposed to nobility. Bad habits, however deep-seated, are learned behaviors. Creative and effective solutions to human needs can be derived by appealing to that which is noble in people. By mobilizing human and material resources, corporations play a crucial role in innovating solutions to human needs. Effective mobilization harnesses creativity and channels the talents of diverse individuals towards essential goals. In a small organization (fewer than 200 people), one individual can direct innovation and management; in a large organization (greater than 200 people), these functions are, as a matter of necessity, divided into well-defined roles. As an organization grows, its structure becomes more complex, and tasks become more and more differentiated and specialized. Ironically, this specialization in large organizations produces many obstacles to innovation. When corporations understand these obstructions, they can then begin to design processes to transcend them. This paper describes: • The obstacles in a large organization that hinder the release of the creative potential of its employees; • The theory of the process of consultation as it applies to the release of the creative potential; and • An example of an existing application of a consultative model in a large organization. •