Strategy and strategists in UK local government
Strategy and strategists in UK local government
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英国地方政府的战略和战略家
DOI：
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发表时间：
1996
期刊：
影响因子：
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通讯作者：
C. Talbot
中科院分区：
文献类型：
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作者：
N. Flynn;C. Talbot
自上而下或由外而内的变革方法越来越被认为是无效的。系统思维表明，与以前的模型所允许的相比，组织中的变化是一个不那么直接和更微妙的现象。自20世纪70年代末以来，随着有机隐喻的使用越来越多，组织学习的概念已经成为这个问题的核心。然而，对这可能如何发生的理解仍未开发出来。最近，基于Weisbord的格言，整个系统开发的技术已经出现，为了改变或学习发生，我们需要“让每个人都参与到改善整体中来”。整个系统开发可以为实现学习型组织提供一条途径。提供了一个在英国沃尔索尔大都会自治市议会内运行的整个系统开发的案例研究。首先简要介绍整个系统开发所基于的思想，最后是对案例研究的评论。
Top‐down or outside‐in change methodologies are increasingly seen to be ineffective. Systems thinking suggests that change in organizations is a much less straightforward and more subtle phenomenon than previous models allow. Since the late 1970s and as organic metaphors have become used more, the concept of organizational learning has emerged as central to the issue. However, an understanding of how this may take place is still undeveloped. Recently technologies for whole systems development have emerged based on Weisbord′s dictum that for change or learning to occur we need to “get everybody into improving the whole”. Whole systems development can offer a way to realizing the learning organization. Provides a case study of whole systems development in action within Walsall Metropolitan Borough Council in the UK. Begins with a brief account of the ideas on which whole systems development is based and concludes with a commentary on the case study.