Workshop on Leading Organizational Change: An Integrated, Multi-Level Perspective - April 17-18, 2015, University of Maryland College Park, MD

领导组织变革研讨会：综合、多层次视角 - 2015 年 4 月 17-18 日，马里兰大学帕克分校，马里兰州

• 批准号: 1446393
• 负责人: M Taylor
• 金额: $ 4.67万
• 依托单位: University of Maryland, College Park
• 依托单位国家: 美国
• 项目类别: Standard Grant
• 财政年份: 2014
• 资助国家: 美国
• 起止时间: 2014-08-01 至 2015-07-31
• 项目状态: 已结题
• 来源: https://www.nsf.gov/awardsearch/showAward?AWD_ID=1446393&HistoricalAwards=false
• 关键词: Workshop; Leading; Organizational; Change; Integrated

This two day workshop will bring together an international group of scholars from several disciplines -- communication, engineering, management, and sociology, as well as a smaller number of senior, highly experienced, organizational change leaders. The workshop will examine the central question of how to lead change successfully in the future so that change success rates consistently exceed the widely cited 30-50% range, when compared to objectives set by organizations prior to change. Both global organizational surveys, as well as academic studies, find that organizational change often yields a variety of negative results affecting many segments of society including: budget over-runs conservatively estimated at 134% of the original plan; greatly diminished staff resources that include high stress levels, demanding workloads, and negative emotional reactions; and loss of valuable time with little to no organizational gain in competitiveness, goal achievement or business value. The goals of the workshop are to identify, examine, research, discuss, and begin to achieve consensus on:1) The contextual factors, operating at multiple levels, and affecting the success rates of organizational change, both episodic and continuous;2) Different roles played by change leadership in initiating, facilitating, implementing, and/or sustaining change3) Different methods, processes, and styles of leadership making change success likely;4) The multi-level effects within organizational change and the processes through which these effects impact the success of leading organizational change.Intellectual Merit: This workshop comes at a critical point in research on organizational change. On one hand, a major type of change, episodic change, is described as infrequent, discontinuous, intentional and led from the top down in terms of the organizational hierarchy. Although this change is occurring more and more frequently, many senior change leaders report serious deficits in their organizations' knowledge and capabilities to enact change successfully. On the other hand, a second major type of change, continuous change, is believed by many change scholars to possess high potential for improving the quality, innovation and success rate of organizational change. Continuous change is characterized as ongoing, evolving, cumulative, emergent rather than planned, and generally enacted from the bottom up. Yet to date, there is limited conceptual research on continuous change and virtually no empirical studies to strengthen our understanding of how it develops, the current success rates, and the types of change leadership that are likely to be more or less successful in shaping such change. Thus, this workshop provides a valuable opportunity to enhance and extend our knowledge about factors affecting the success of leading organizational change, both episodic and continuous, and to decrease the negative effects of change that affect many aspects of society. Broader Impact: This workshop includes expert participants of different academic disciplines, business functional areas, genders, nationalities, and industries. We expect the research and ideas discussed at the workshop to be presented and published in a variety of outlets and media, making them generally available to academic scholars, senior leaders, doctoral students, change managers, professional associations and the public at large. As a result, the workshop will not only advance research but also inform practice about leading organizational change successfully.

这个为期两天的研讨会将汇集来自多个学科的国际学者——通信、工程、管理和社会学，以及少数资深的、经验丰富的组织变革领导者。研讨会将探讨如何在未来成功地领导变革的核心问题，以便与变革前组织设定的目标相比，变革的成功率始终超过被广泛引用的30-50%的范围。全球组织调查和学术研究都发现，组织变革往往会产生各种各样的负面结果，影响社会的许多部分，包括：预算超支，保守估计为原计划的134%；大大减少员工资源，包括高压力水平、高工作量和负面情绪反应；浪费宝贵的时间，在组织竞争力、目标实现或商业价值方面几乎没有收获。研讨会的目标是识别、检查、研究、讨论，并开始达成共识：1)在多个层面上运作的背景因素，影响组织变革的成功率，包括偶发的和连续的；2)变革领导在发起、促进、实施和/或维持变革中扮演的不同角色3)不同的领导方法、过程和风格使变革成功成为可能；4)组织变革内部的多层次效应及其影响领导组织变革成功的过程。智力优势：本次研讨会正值组织变革研究的关键时刻。一方面，一种主要的变化类型，即情景变化，被描述为不频繁的、不连续的、有意的、从组织层次上自上而下的变化。尽管这种变化发生得越来越频繁，但许多高级变革领导者报告说，他们的组织在成功实施变革的知识和能力方面存在严重缺陷。另一方面，第二种主要的变革类型——持续变革，被许多变革学者认为在提高组织变革的质量、创新和成功率方面具有很大的潜力。持续变化的特征是持续的、进化的、累积的、突发的而不是计划好的，通常是自下而上制定的。然而，迄今为止，关于持续变革的概念性研究有限，而且几乎没有实证研究来加强我们对它是如何发展的理解，当前的成功率，以及在塑造这种变革方面可能或多或少成功的变革领导类型。因此，这个研讨会提供了一个宝贵的机会来增强和扩展我们关于影响领导组织变革成功的因素的知识，包括偶发的和连续的，并减少影响社会许多方面的变革的负面影响。更广泛的影响：本次研讨会包括来自不同学科、业务职能领域、性别、国籍和行业的专家。我们希望在研讨会上讨论的研究和想法能够在各种渠道和媒体上发表，使学术学者、高级领导、博士生、变革管理者、专业协会和广大公众都能看到。因此，研讨会不仅将推进研究，还将为成功领导组织变革的实践提供信息。