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拥抱变革:从优秀走向卓越的48个组织转型模式

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变,谈何容易?!让变延续,更好比上青天!变革之路漫长而艰辛。出于本能,大多数人都会选择抵触变革。但不变,企业只有死路-条。所幸的是,我们还能够主动求变。在《拥抱变革:从优秀走向卓越的48个组织转型模式》中,Linda Rising和Mary Lynn Manns揭示了48个可以成功应用于知识型组织的行为模式及其具体用法。
《拥抱变革:从优秀走向卓越的48个组织转型模式》特色主题:
·理解组织中推动变革的力量和阻碍变革的力量
·撒播变革的种子
·自始至终积极推动变革,谋求更多支持
·选择“怀疑派带头人”,进一步理清自己的思路
·“包装”变革,让人们更容易接受
·选择最佳时机和最佳教学时间点
·保持动力,继续前进
·苦中作乐,庆祝每一个成功

Content Description

《拥抱变革:从优秀走向卓越的48个组织转型模式》从拥抱变革:从优秀走向卓越的48个组织转型模式》从变革推动者的角度总结了48个变革模式,并将这些模式归入不同的变革阶段(了解、相信、决定、施行及确认),从而形成系统的变革参考方案。
通过向组织引入新的想法,并推动改革和创新(如引入新的创新技术或推动组织流程的变革),实现“变,则通,变,无所畏!”在敏捷软件开发社区,《拥抱变革:从优秀走向卓越的48个组织转型模式》自出版以来一直广受好评,更重要的是,在软件无处不在的现在,书中介绍的模式已经广泛适用于所有企业环境。
Author Description

曼斯(Mary Lynn Manns),玛丽莲·曼斯博士, 北卡罗来纳大学-阿什维尔校区管理与会计系教授。她的博士论文题目是如何将模式引入组织内部。她以这个题目为主题发表了相当多的论述,可谓这方面的名家。

赖斯(Linda Rising),琳达·赖斯博士,知名作者,富有感染力和激情的演讲大师,独立顾问。担任过hillside集团的首席运营官。在将模式方法从设计领域迁移到组织变革这方面,Rising享有盛誉。她醉心于模式的研究,并积极致力于挖掘各行业中行之有效的模式及其实践,她涉足的行业包括通信、航空电子和战略性武器等。同时,她还有丰富的培训和高校教学经验。现在,Linda是敏捷领域的大师级人物,对推行组织级大规模敏捷变革有独到的见解。她是agile2007和agile2011的主题演讲者。在盐湖城敏捷大会的闭幕演讲上,她发表的主题演讲agile Mindset把整个大会推向高潮,1600多位参会者起立鼓掌,向她致意。
Rising还是一名孜孜不倦的学者。1964年,Rising获得堪萨斯大学化学学士学位;1984年,获得南伊利诺伊大学计算机理学硕士学位;1987年,获得西南密苏里州立大学数学硕士学位;1992年,Rising获得亚利桑那州立大学计算机科学博士学位。

田(Evelyn Tian),田冬青,爱立信亚太地区精益敏捷首席导师。Evelyn在精益敏捷方面造诣深厚,颇有心得与建树。她在爱立信负责精益和敏捷的推广,致力于组织转型策略的制定,新工作方法的引入和改进,软件开发工艺的提高,组织团队和个体培训与教导工作等。她设计了爱立信内部领导团队的精益敏捷培训课程,对提升精益和敏捷领导力有着丰富的经验和独特的见解。Evelyn积极推动精益敏捷,是爱立信全球敏捷教练营(Agile Coaching Network)的创办者和主要贡献者。
Evelyn已在电信行业工作逾20年,在电信产品管理、系统管理与软件开发等方面造诣颇深,现任ieee软件顾问组成员。此外,她是管理3.0的注册讲师与资深专业教练(Certified Master Coach)。
Comments

本书受“模式语言”的启发,提炼和总结了48个模式,这些灵活好用的模式来自于业内数百名变革先行者的实践,深入揭示了变革推动者的言行、组织文化和每个参与者的角色,适用于变革过程的五个阶段(知道、说服、决策、实施和证实)。最完美的是,这些模式简单好用,而且真的很见效!
“这本书中介绍的变革引入模式,相信所有尝试在组织内部推动变革的入一眼就能认出来,并被作者渊博的学识和丰富的实践深深折服。这些模式中,很多都让人大开眼界,特别适合有志于在组织中引入新想法的开拓者,是帮助他们完成来来任务的百宝箱!”
——Lise B.Hvatum,斯伦贝谢公司产品研发经理

“如果需要在组织内部引入变革,特别是引进新技术,就得理解这本书中所提到的内容。它可以帮助你避免那些注定变革失败的陷阱,看清楚成功变革之路。书中提到的变革引入技巧来自于许多个人和组织的实际经历。很多模式运用起来非常有意思。这本书真的真的非常酷(cool),也真的真的非常热门(hot)。”
——Joseph Bergin,纽约佩斯大学计算机科学系教授

“如果变革是命中注定的事,为什么行动起来那么难呢?正如本书所指出的-样,人们在面临变革的时候,其实并没有那么抵触变革本身。玛丽莲和琳达成功地应用模式来捕捉和呈现成功变革尝试所具备的共性,将-个丰富的引入变革知识库毫无保留地提供给广大读者。”
——Alan O'Callaghan,英国德蒙福特大学软件技术研究实验室研究员

“在将模式或任何技术融入组织的过程中,最困难的部分是克服人的问题。本书中所介绍的48个模式适用于整个变革之旅,可以帮助勇敢者以大无畏的精神成功实施变革。”
——David E.DeLano.IBM普适计算中心

“如果你在考虑如何才能在组织内部培养变革思维,则可以从本书中看到大量切实可行的具体建议。如果大家有志于在组织内部建立灵活、开放的企业文化,我推荐大家认真阅读这本书。”
——Jutta Eckstein,《大规模敏捷软件开发》主要作者,独立顾问
Catalogue

第Ⅰ部分 概论
第1章 组织和变革
变革领导者
文化

第2章 策略/模式
模式格式
模式的运用
第3章 我从哪里开始呢
布道者是成功的关键
起步模式
第4章 下一步行动计划
求助的目标人群
表达感谢很重要
第5章 会议和其他
见面聊
利用已有信息
保持联系
第6章 开始行动
其他学习方式
第7章 关于人
对组织有什么好处呢
人非草木,孰能无情
第8章 新职位:现在是专职负责人
他们服了你!因为你是专职负责人
第9章 说服大众
寻求专家和名人的支持
第10章 扩大影响力的策略
保持曝光率
只是一个纪念品
场地也很重要
渐有起色
第11章 继续前进
积极主动
第12章 应对阻力
牵线搭桥
怀疑派带头人
办公室政治

第Ⅱ部分 模式实践故事汇
多发性硬化症协会
UNCA
Sun CoreJ2EE模式
客户培训
第ⅲ部分模式
寻求帮助
专家推动
牵线搭桥
自带午餐
怀疑派带头人
关系网
公司天使
走廊政治
专职负责人
准备食物
电子平台
早期采用者
早期多数者
布道者
外部验证
无畏
集体形象
支持专家
专家评审
自身经历分享
周围空间
创新者
总动员
不妨一试
适可而止
表达感谢
基层支持
地点是关键
辅导
行动计划
个人沟通
搭顺风车
播种
合适时机
特邀嘉宾
寻求安慰
小有成绩
成功在望
保持联系
按部就班
学习小组
持续的动力
量身定制
投石问路
回顾时间
纪念品
试行
和重要人士私下交流
外部模式参考

附录
专有名词对照表
参考文献
Book Abstract

众所周知,组织文化对周围同事决定采用新事物的快慢有很大的影响。如果组织文化支持培育新想法,给人们学习和做新事情的时间,有足够的耐心来评估新事物长期的好处,承认大家学习进步是花费时间的,不会将失败看作死刑,那么,引进新事物的过程就会简单快速。支持变革的企业文化可以帮助大家消解情绪,让他们可以更集中精力工作。
一定要有足够的灵活性,才能引进变革。在《高效能人士的七个习惯》中,史蒂芬·柯维(Stephen Covey)讲述了一个在树丛中疯狂伐树的人的故事。
“你在做什么?”
“你难道看不到吗?我在伐这棵树。”
“你看着极度疲惫!你已经干了多长时间?”
“都五个多小时了,我简直就要累死了!这活儿太难了。”
“那你为什么不休息一下,把锯弄得锋利一些?你肯定可以伐得快很多。”
“我哪里有时间把锯弄得锋利呢。我忙着伐树呢!”
很不幸的是,人们通常总是没有时间学习一些可以提高效率和质量的事情。每一个成功的学习实践需要有时间来做一些新活动、计划、合作、培训和回顾沉思。但是非常客观的现实是,即使有再强烈的兴趣,没有预先的投资也不会有什么变化。当然,尽管这样,一些小的变革在比较保守的环境里也还是会发生的,但是,这样的变革会非常缓慢,所以需要非常耐心。
因为需要其他人愿意帮助引进变革,所以文化也就变得更重要。无论你喜欢与否,你自己是没有办法引进变革的。在《变革之舞》中,彼德·圣吉讲到变革之旅需要很多个领导者:
“要能看到重大的变革总是从局部开始,而随着时间推移逐步扩展的。需要意识到各种各样的人在保持变革中的重要作用——作为”领导者“的人。我们想建立一种制度可以让大家整合方方面面的领导力而不只是服从上级指令,来帮助大家自然地、持续地适应并且彻底改变自己。”

除了变革领导者和文化之外,人是第三个影响因素。当你开始变革之旅时,要提醒自己要影响的是一群人,而不是一个东西。改变的实际意思是改变所涉及的人。即使在一个接受新想法的文化中,人们接受变革的速度也是不同的。你可能会觉得,如果一个新事物的好处被清楚广泛地介绍了,每个人早晚都会理解,然后开始采用。作为有理性的人,我们喜欢认为逻辑是决策依据,但是,事实是,在多数需要说服的情况下,在影响策略和社会心理学的研究中表明,人们是依靠情感来做决定,然后才用事实来确认这个决定是否正确。在美国很多刊物上发表大量文章的企业撰稿人,戴尔·道顿(Dale Dauten),观察到一点:“事实是非常有用的,它让理性意识忙着思考,而让情感来决定想法的正确性。”
有些人可能会很快就决定采用新事物,但是,大多数人采用新事物的速度还是相对比较慢的,并且有一些人可能只在受到外界压力的时候,才会决定采用新事物。理解不同的人是如何接受变革或者不接受变革的,然后你才有机会理解每个人的不同,从而相应地调整策略。
……

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