IBM 重塑教育變革工具包

IBMReinventingEducation

IBM重塑教育變革工具包

ChangeToolkit

SashaDichterIBMCorporateCommunityRelationsSashaDichterIBM公眾關(guān)系部Tableofcontents

目錄IBMReinventingEducationprogrambackgroundandintroductionIBM重塑教育計(jì)劃背景和介紹TheReinventingEducationChangeToolkit重塑教育變革工具包Historyandpartnerships歷史和合作伙伴Websitecontent網(wǎng)站內(nèi)容FundamentalPrincipalsofOrganizationalChange組織變革的基本原則Understandingandovercomingresistancetochange了解并克服變革的阻力Fourguidingprinciples四個(gè)指導(dǎo)原則Conclusion結(jié)論IBMReinventingEducationgrantprogram

IBM重塑教育資助計(jì)劃IBM’sprimaryphilanthropicfocusisoneducationforchildrenaged5-18IBM公益計(jì)劃主要集中于5-18歲的兒童教育Programgoalistosupportschoolreformeffortsandhigherstudentachievementthroughtheinnovativeuseoftechnology.計(jì)劃的目的是力圖通過應(yīng)用新技術(shù)，支持學(xué)校改革，提高學(xué)生學(xué)習(xí)效果。Granthistory:資助史：Awardedto25locationsintheU.S.(eitherschooldistrictsorstateDepartmentsofEducation)and9countriesinternationally向美國的25個(gè)機(jī)構(gòu)（學(xué)區(qū)或地區(qū)教育部門）及其它9個(gè)國家提供了捐贈Provided$70millioningrantssince1994自1994年以來捐贈了7000萬美元ReinventingEducation3

重塑教育第3期IBM’sthirdseriesofReinventingEducationGrantsIBM第3期重塑教育資助Threecomponents:三類領(lǐng)域：ChangeToolkit–ourfocustoday變革工具包

我們的今日焦點(diǎn)Teachertraining:collaborationsofschooldistricts,collegesofeducation教師培訓(xùn)：與學(xué)區(qū)和教育學(xué)院的合作項(xiàng)目Datatoimproveinstruction課程資源改革Allgrants–outsideoftheChangeToolkit–havealreadybeenawarded所有資助變革工具包以外

都已經(jīng)派出。Tableofcontents

目錄IBMReinventingEducationprogrambackgroundandintroductionIBM重塑教育計(jì)劃背景和介紹TheReinventingEducationChangeToolkit重塑教育變革工具包Historyandpartnerships歷史和合作伙伴Websitecontent網(wǎng)站內(nèi)容FundamentalPrincipalsofOrganizationalChange組織變革的基本原則Understandingandovercomingresistancetochange了解并克服變革的阻力Fourguidingprinciples四個(gè)指導(dǎo)原則Conclusion結(jié)論TheIBMReinventingEducationChangeToolkit

IBM重塑教育變革工具包Projectgrewoutoftherecognitionoftheneedfor:本計(jì)劃是為了：Effectiveleadershipdevelopmentand…發(fā)展有效的領(lǐng)導(dǎo)和…Changemanagementtoolsforschoolleaders為學(xué)校領(lǐng)導(dǎo)提供管理變革工具“It’snotaboutthetechnology,it’saboutthechangesthatneedtohappenintheschoolsystemtosupportanewwayofdoingthings”“這不關(guān)技術(shù)，是關(guān)于需要變革學(xué)校體系來支持一種新的做法”TheIBMReinventingEducationChangeToolkit

IBM重塑教育變革工具包TheIBMReinventingEducationChangeToolkitisaWebsitecreatedbyIBMtohelpeducationprofessionalsbemoreeffectiveatleadingandimplementingchange.IBM重塑教育變革工具包是由IBM創(chuàng)建的網(wǎng)站，旨在幫助教育專業(yè)人士更加有效地領(lǐng)導(dǎo)和實(shí)施變革。Siteaccessisfree,butlimitedtoindividualsworkingineducationforchildrenaged5-18.網(wǎng)站是免費(fèi)的，但僅限于從事5-18歲兒童教育的人士。Thesitehomepageis:網(wǎng)址為：

Registeryourcolleaguesonthesite!!幫你同事在網(wǎng)上注冊ChangeToolkithomepage

變革工具包主頁ThepartnershipbehindtheChangeToolkit

變革工具包的幕后合作伙伴TheChangeToolkitwascreatedthroughacollaborativeeffortinvolving:變革工具包是由以下組織和個(gè)人合作建立的：IBMReinventingEducationprojectIBM重塑教育計(jì)劃組HarvardProfessorRosabethMossKanter哈佛教授RosabethMossKanterCouncilofChiefStateSchoolOfficers(CCSSO)美國州學(xué)校首席行政官員協(xié)會(CCSSO)NationalAssociationofElementaryandSecondarySchoolPrincipals(NAESPandNASSP)國家小學(xué)和中學(xué)校長協(xié)會HarvardProfessorRosabethMossKanter

哈佛大學(xué)教授羅薩貝斯·莫絲·坎特（RosabethMossKanter）Internationallyrenownedexpertonorganizations,changeandstrategy國際著名的組織、變革和策略專家ArbuckleProfessor,HarvardBusinessSchool哈佛商學(xué)院教授Recipientofmanyhonors獲得多項(xiàng)榮譽(yù)21honorarydoctoraldegrees,12national

leadershipawards21個(gè)名譽(yù)博士學(xué)位，12項(xiàng)國家領(lǐng)導(dǎo)獎(jiǎng)Namedoneofworld’s50mostpowerful

womenbyTheTimes(London)被倫敦泰晤士報(bào)評為世界上最有權(quán)勢的50位女性之一Authorof15booksandmorethan300articles著有15本書，發(fā)表了300多篇文章RosabethMossKanterTheIBMReinventingEducationChangeToolkitcontains…

IBM重塑教育變革工具包包括：Frameworksforleadingandmanagingchange領(lǐng)導(dǎo)和管理變革的框架結(jié)構(gòu)Contentonleadershipskillstomanagechange有關(guān)管理變革的領(lǐng)導(dǎo)技能的內(nèi)容Onlinediscussionareaforsharingdocuments,knowledgeandeffectivepractices共享文件、知識和有效方法的在線討論區(qū)Interactivediagnostictoolstopollteammembersandonlineworksheetstofacilitategroupcollaboration交互分析工具，用于調(diào)查小組成員和在線工作表調(diào)查來推動團(tuán)體協(xié)作ReasonsthatyoumightwanttousetheChangeToolkit

為什么要使用變革工具包Commonvocabularyforaleadershipteam領(lǐng)導(dǎo)小組通用交流技能Provenframeworks–andsupportingcontent–formanagingchange被證實(shí)有效的管理變革的框架結(jié)構(gòu)和內(nèi)容EasyaccessfromanycomputerconnectedtotheInternet任何電腦，只要上網(wǎng)，非常容易訪問到Nocosttoend-usersworkinginK-12education對從事中小學(xué)教育的終端用戶免費(fèi)Supportinginteractivetools:交互支持工具Pollteammembers調(diào)查小組成員Onlineworksheets在線工作表Onlinediscussionareaandfilesharing在線討論區(qū)和文件共享Overcomemiscommunication克服錯(cuò)誤傳達(dá)Improveprojecteffectiveness提高計(jì)劃的效力Availablewhenit’sconvenient輕松獲取Freeisfree免費(fèi)就是免費(fèi)Honestfeedbackanddialogue誠實(shí)反饋和對話Asingleplacetostoreinformation儲存信息的單一空間Tableofcontents

目錄IBMReinventingEducationprogrambackgroundandintroductionIBM重塑教育計(jì)劃背景和介紹TheReinventingEducationChangeToolkit重塑教育變革工具包Historyandpartnerships歷史和合作伙伴Websitecontent網(wǎng)站內(nèi)容FundamentalPrincipalsofOrganizationalChange組織變革的基本原則Understandingandovercomingresistancetochange了解和克服變革的阻力Fourguidingprinciples四個(gè)指導(dǎo)原則Conclusion結(jié)論ContentoftheChangeToolkit

變革工具包內(nèi)容Focusesoneffectivestructuralchange

andgoodprocess.集中于有效的結(jié)構(gòu)變革和好的過程。Contentonchangemanagementdoesnotfocusonspecificeducationalpractices.變革管理的內(nèi)容不集中于特殊的教育方法。TheschoolimprovementsectionoftheChangeToolkitWebsitefocusesonschoolimprovementissues,suchas:變革工具包網(wǎng)站的學(xué)校改革部分集中于學(xué)校改革話題，例如：Alignment聯(lián)合Qualityteaching質(zhì)量教學(xué)Data-drivendecision-making根據(jù)數(shù)據(jù)做出決策Somesampleprojects

一些試點(diǎn)計(jì)劃Creatingadistrictimprovementplan建立區(qū)域改革計(jì)劃Movingadistricttoastandards-basededucationsystem發(fā)展區(qū)域標(biāo)準(zhǔn)化教育系統(tǒng)LeadershipdevelopmentinthecontextofBaldrigestandards發(fā)展Baldrige標(biāo)準(zhǔn)領(lǐng)導(dǎo)技能Expandingsite-basedmanagementacrossadistrict將試點(diǎn)管理擴(kuò)大到整個(gè)地區(qū)Dataanalysisforstudentperformance數(shù)據(jù)分析學(xué)生學(xué)習(xí)效果UsetheChangeWheeltoguideandstructureachangeproject使用變速齒輪來指導(dǎo)和構(gòu)造變革計(jì)劃Leaders/teammemberscanlearnandunderstand:領(lǐng)導(dǎo)和小組成員學(xué)會和了解到：AneasywaytousetheChangeToolkit

使用變革工具包的簡單方法Whatare10elementsofachangeprojectthatmustbeinplaceifwearegoingtohavethegreatestchanceforsuccess?要想獲得最大成功機(jī)會，變革計(jì)劃的10個(gè)要素是什么？HowcanIunderstandthese10elementsinmoredetail?我如何詳細(xì)了解這10個(gè)要素？Arewestrongorweakasateam/organizationinthiselementoftheChangeWheel?關(guān)于變速齒輪的這個(gè)要素，我們作為一個(gè)小組或組織，是弱還是強(qiáng)？GotoChangeWheelundertheGetToolsmenu使用獲得工具菜單下的變速齒輪ClickononeofthetopicnamesintheChangeWheel點(diǎn)擊變速齒輪的主題名稱Eachteammembercompletesthediagnostictool每名小組成員完成分析工具Whatare10elementsofachangeprojectthatmustbeinplaceifwearegoingtohavethegreatestchanceforsuccess?要想獲得最大成功機(jī)會，變革計(jì)劃的10個(gè)要素是什么？GotoChangeWheelundertheGetToolsmenu使用獲得工具菜單下的變速齒輪HowcanIunderstandthese10elementsinmoredetail?我如何詳細(xì)了解這10個(gè)要素？ClickononeofthetopicnamesintheChangeWheel點(diǎn)擊變速齒輪的主題名稱Arewestrongorweakasateam/organizationinthiselementoftheChangeWheel?關(guān)于變速齒輪的這個(gè)要素，我們作為一個(gè)小組或組織，是弱還是強(qiáng)？Eachteammembercompletesthediagnostictool每名小組成員完成分析工具Arewestrongorweakasateam/organizationinthiselementoftheChangeWheel?關(guān)于變速齒輪的這個(gè)要素，我們作為一個(gè)小組或組織，是弱還是強(qiáng)？Getanonymousfeedbackfromteammemberswhofilloutdiagnostictools收集小組成員的匿名反饋LeadershipandtheChangeToolkit

領(lǐng)導(dǎo)能力和變革工具包TheChangeToolkitcanhelpschoolleaders:該變革工具包能幫助學(xué)校領(lǐng)導(dǎo):Thinksystematically系統(tǒng)地思考Developacommonvocabulary,andaframeworkformanagingchange,thatissharedacrossmultipleorganizationallevels建立通用交流技能和框架結(jié)構(gòu)來管理變革，組織各階層可以共享Diagnosetheirenvironmentforchange分析變革環(huán)境Collaborateandgetfeedbackfromtheirteams協(xié)作，獲得小組反饋Discovernewwaystoempowerpeople發(fā)現(xiàn)新的方法提高人的能力Addresstheneedsofallconstituents解決所有必須的要素Createanenvironmentthatencouragesrisk-takingandinnovation創(chuàng)造環(huán)境鼓勵(lì)大膽創(chuàng)新Leaderswhowanttobecomemoreeffectivecanfocusonthe“SevenSkillsofChangeMasters”

提高領(lǐng)導(dǎo)效力的“變革大師七大技巧”TheSchoolImprovementsectioncontainseducation-specificcontent

包含特殊教育內(nèi)容的學(xué)校改革Data-drivendecisionmakingChangeWheelchecklistillustrateshowtousetheChangeWheeltoguideaproject

根據(jù)數(shù)據(jù)做出決策，變速齒輪單闡述如何使用變速齒輪指導(dǎo)計(jì)劃Onlinediscussionareaandsecurefilesharing

在線論壇和安全的文件共享DocumentattachedtodiscussioncommentPlanningtools

計(jì)劃編制工具TheChangeToolkitcontainsplanningtoolsforyourprojects.變革工具包包含有計(jì)劃編制工具Thesearebasictools–notintendedforfull-scaleprojectmanagement.這些是基本工具并不是為完整的項(xiàng)目管理設(shè)計(jì)的Thetoolsare:這些工具是：Meetingminutes會議記錄To-Dolist任務(wù)列表Communicationplan交流計(jì)劃Glossary術(shù)語表Lessonslearned學(xué)習(xí)課程ChangeToolkittrainingmaterialsmakeiteasytoteachyourselfhowtousetheWebsite

變革工具包培訓(xùn)資料會教你如何使用本網(wǎng)站ChangeToolkit“guidedtours:”變革工具包“導(dǎo)游”DetailedonlinetrainingabouttheWebsite詳細(xì)的網(wǎng)頁在線培訓(xùn)WalkusersthroughtheWebsite,clickbyclick,andteachthemhowthesiteisused帶領(lǐng)用戶游覽網(wǎng)站，只需一路點(diǎn)擊，就可教會他們?nèi)绾问褂帽揪W(wǎng)站Self-running“Weblectures”自動的“網(wǎng)上演講”PowerPointpresentationswithaudio帶聲音的幻燈片介紹Canbeusedtosupportapresentationtoaschoolofficial可用于向?qū)W校領(lǐng)導(dǎo)進(jìn)行介紹ChangeToolkit“guidedtour”walksyouthroughthesitestep-by-step變革工具包“導(dǎo)游”帶領(lǐng)你一步步地游覽網(wǎng)站Tableofcontents

目錄IBMReinventingEducationprogrambackgroundandintroductionIBM重塑教育計(jì)劃的背景和介紹TheReinventingEducationChangeToolkit重塑教育變革工具包Historyandpartnerships歷史和合作伙伴Websitecontent網(wǎng)站內(nèi)容FundamentalPrincipalsofOrganizationalChange組織變革的基本原則Understandingandovercomingresistancetochange了解并克服變革的阻力Fourguidingprinciples四個(gè)指導(dǎo)原則Conclusion結(jié)論Thechallengeofeducationalimprovement

教育改革的倡議Theturbulentsocialandeconomicenvironmentandneweducationstandardsareforcingschoolstochange.紛繁的社會和經(jīng)濟(jì)環(huán)境以及新的教育標(biāo)準(zhǔn)正迫使學(xué)校做出變革。Thisrequires:這要求：Immediateandeffectiveactionandadjustment及時(shí)有效的行動和調(diào)整Schoolsdesignedtobeinherentlyadaptive學(xué)校具有內(nèi)在自適應(yīng)力Moreempoweredpeople,withnewleadershipskillsateverylevel各個(gè)階層有更多的具備新的領(lǐng)導(dǎo)技能的領(lǐng)導(dǎo)者Ongoinginnovationandchange,notone-offchangeefforts持續(xù)不斷的革新和變化，而不是一時(shí)的Arichcultureofcreativityandinitiative豐富的創(chuàng)造力和能動性Reasonsforchangefatigue

疲于變革的原因Detailsmatter:Generalprinciplesarenotenoughtoguideeffectiveaction.瑣碎細(xì)節(jié)：進(jìn)行有效的行動管理，光有總的原則是不夠的。Balancingalignment(commondirection)andautonomy(localflexibility)isnecessaryanddifficult.平衡聯(lián)合（共同方向）和自治（個(gè)體靈活性）是非常必要的，但也是困難的。Organizationstypicallydoaslittleastheymusttochange,ratherthanasmuchastheyshould.通常各組織都是盡量少地進(jìn)行必需的變革，而不是盡量多地。Reasonsforchangefatigue(cont’d)

疲于變革的原因（續(xù)）Leaderstypicallyactbyboldstrokes(strategicmoves)insteadoflongmarches(broadimplementation)領(lǐng)導(dǎo)者通常進(jìn)行粗線條大方向的行動（策略性行動），而不是長音節(jié)（廣泛的實(shí)踐）。Successtakestime:initiativesaredroppedtoosoon獲得成功需要時(shí)間：太早喪失能動力Toomuchfocusisoncontent,toolittleonprocess過多集中于內(nèi)容，而非每一步過程。Toolittleeffortisdevotedtotheschool’sorsystem’sdesignandstructure在學(xué)?；蛘呦到y(tǒng)的設(shè)計(jì)和結(jié)構(gòu)上付出的努力太少。Understandingresistancetochange

了解變革的阻力Mythsaboutchange:關(guān)于變革的謬論:Changealwaysmeetswithresistance.變革肯定是要遇到阻力的。Itishardtochangepeople’sbehavior.很難改變?nèi)藗兊男袨?。Truthsaboutchange:關(guān)于變革的真實(shí)情況:Changethatinspiresfearoftenalsoinspiresresistance.變革產(chǎn)生恐慌，經(jīng)常也會產(chǎn)生阻力。Stepsarerarelytakenthatmakeiteasierforpeopletobehaveinnew,moreproductiveways.”很少有措施來使得人們更加容易地實(shí)行新的更有效的行為。Whyresistancetochangeisoftenrational

為什么會經(jīng)常認(rèn)為變革的阻力是合理的Itisoftenrationaltoresistchangebecause:因?yàn)?Toomuchis“doneto”peopleinsteadof“doneby”them.太多的是針對他們的而不是由他們來執(zhí)行的。Peopledon’tknowthepurposeorgoalofthechange.人們不了解變革的目的或目標(biāo)。Peopleareconcernedaboutfuturecompetence.人們擔(dān)心未來。Extraworkandtimearerequired.需要額外的工作和時(shí)間。Peopledotherightthingwhenthey:

在下列時(shí)候人們會做出正確的事情:Seesomethinghelpfultodo知道某件事情有幫助Knowhowtodoit知道如何做

Havethetoolsandresources有工具和資源Areempoweredtodoit被授權(quán)做Knowwhyitwouldbehelpful知道為什么有幫助Believeindoingit相信它

Wanttodoit想做它Arerewardedforit獲得報(bào)酬

Action行動Skills技巧Power

能力Legitimacy合法性Impact

效果Mission使命Motivation

動機(jī)Recognition承認(rèn)Hownewpracticesbecomeawayoflife

新的方式如何變成一種生活方式First,somethingworks.首先，某件事情起作用。Asaresult,thenewpractices…結(jié)果，新的方式…Becomeknownanddefined被人們認(rèn)知Areseentoleadtopositiveresults被人們看到會產(chǎn)生積極的結(jié)果Arelearnedbymorepeopleintheorganization被組織內(nèi)的更多人學(xué)習(xí)Structuresthenchangetoencourage,enableandsupportthesepractices.然后，體系變革為鼓勵(lì)、賦予能力并支持這些方式。Leadersbegintopushforthemmore.領(lǐng)導(dǎo)者開始更加爭取這些變革方式。Rewardschangetosupportthem.獎(jiǎng)賞轉(zhuǎn)而支持這些方式。Hownewpracticesbecomeawayoflife(cont’d)

新的方式如何變成一種生活方式（續(xù)）Then,useofthesepracticesshiftsbeyondbeing"experimental.“然后，這些方式不再是“實(shí)驗(yàn)性”。

Momentumbuildsasmorepeopleusethem.隨著越來越多的人運(yùn)用它們，形成了一種動力。Everyoneisroutinelyeducatedinthem.每個(gè)人都接受這些教育。Theybecomecontractualandexpected.它們形成一種契約并為人所期待。Peoplewhoknowandcanusethemarerecognized.了解并能夠使用它們的人得到承認(rèn)。Itbecomes"out-of-sync"nottousethem.不運(yùn)用它們就不習(xí)慣Newpracticesbecome"thewaywedothingsaroundhere.”新的方式成為“我們做事情的習(xí)慣”。Tableofcontents

目錄IBMReinventingEducationprogrambackgroundandintroductionIBM重塑教育計(jì)劃的背景和介紹TheReinventingEducationChangeToolkit重塑教育變革工具包Historyandpartnerships歷史和合作伙伴Websitecontent網(wǎng)站內(nèi)容FundamentalPrincipalsofOrganizationalChange組織變革的基本原則Understandingandovercomingresistancetochange了解并克服變革的阻力Fourguidingprinciples四項(xiàng)指導(dǎo)原則Conclusion結(jié)論P(yáng)rinciplesunderlyingtheChangeToolkit

變革工具包的根本原則Focusmoreonchangingorganizationalstructure更加集中于組織結(jié)構(gòu)的改變Establishgoodprocesses建立良好的過程Balance“boldstrokes”and“l(fā)ongmarches”平衡“粗線條”和“長音符”。Masterthe“difficultmiddles”控制“困難的中間過程”。Principle:Focusmoreonchanging

organizationalstructure

原則：更加集中于組織結(jié)構(gòu)的改變Leadersworkingonorganizationalchangeareinterestedinmakingpeopleintheirorganizationsmoreeffective,innovativeandproductive.組織變革的領(lǐng)導(dǎo)者對如何提高組織內(nèi)的人的效率、創(chuàng)新力和生產(chǎn)力感興趣。TheChangeToolkitcontainsalotofadviceabouthowtoreachthesegoals.變革工具包含有大量的關(guān)于如何實(shí)現(xiàn)這些目標(biāo)的建議。Thefastest,mosteffectivewaytogetthisdoneistofocusfirstonchangingorganizationalstructure.最快的最有效的實(shí)現(xiàn)這些的途徑是首先集中于改變組織結(jié)構(gòu)。Howpeopleandstructuresareseen

intheChangeToolkit

如何在變革工具包中查看人和結(jié)構(gòu)Definition:“Structure”iseverythinginanorganizationbesidespeople,including:定義：“結(jié)構(gòu)”是指組織內(nèi)除了人以外的所有物品，包括：Thingsofeconomicvalue具有經(jīng)濟(jì)價(jià)值的物品Policiesandprocedures政策和程序Roles,responsibilitiesandrelationships作用、責(zé)任和關(guān)系History歷史Structuresandpeopleaffecteachotherpowerfully結(jié)構(gòu)和人互相強(qiáng)烈影響。Peopleactpurposefullyandcantakeinitiative人有目的地行動并能采取主動。Structurescapture,alignandcoordinateactions結(jié)構(gòu)引起、聯(lián)合、協(xié)調(diào)行動。Focusingon“changingpeople”isnotenough

光集中于“改變?nèi)恕笔遣粔虻?。Leadersoftenfocustheireffortson“changingpeople.”領(lǐng)導(dǎo)者經(jīng)常熱衷于“改變?nèi)恕?。Seniorleadersshouldspendmoretimeworkingtomodifystructures:高級領(lǐng)導(dǎo)者應(yīng)把更多的時(shí)間用于改變體制：Structuresprofoundlyimpactattitudes,behavior,evenself-image.結(jié)構(gòu)深深影響態(tài)度、行為甚至是自我形象。Forexample,peopleroutinelychangetheirbehaviorwhentheygetanewjob.例如，人們得到一份新的工作一般都會改變他們的舉止。Manychangeeffortsfailtohavelastingimpactbecauseleadersdonotworktoaffectstructures.因?yàn)轭I(lǐng)導(dǎo)者沒有變革結(jié)構(gòu)，許多變革的努力都沒有取得最終的效果。Twomodelsofchangingpeople

改變?nèi)说膬煞N類型Themainstreammodelworksthroughpeople主流類型通過人來實(shí)現(xiàn)Education,training,awarenessandobservationleadtochangedattitudes.教育、訓(xùn)練、意識和觀察帶來態(tài)度的改變。Changedattitudesresultitappropriatebehavior.態(tài)度的改變帶來適宜的舉止行為。The“newstream”modelworksthroughstructure“新潮”類型通過結(jié)構(gòu)來實(shí)現(xiàn)Standards,position,powerandopportunityleadtoappropriatebehavior.標(biāo)準(zhǔn)、職位、權(quán)力和機(jī)遇帶來適宜的舉止行為。Thesenewbehaviorsresultitattitudinalchange.這些新的行為改變態(tài)度。Twomodelsofchangingpeople(cont’d)

改變?nèi)说膬煞N類型（續(xù)）Boththe“mainstream”(workingfirstwithpeople)andthe“newstream”(workingfirstwithstructure)modelscanwork無論“主流”（首先考慮人）還是“新潮”（首先考慮結(jié)構(gòu)）都起作用Butthe“newstream”modelshouldbeusedfirst,becauseitis:但是應(yīng)該首先運(yùn)用“新潮”類型，因?yàn)樗篊heaper更便宜Faster更快捷Morelikelytoresultinlastingchange更有可能帶來持久的變革“Mainstream”modeltendstofailinthelongrunwithoutappropriatesupportingstructuralchanges如果沒有適宜的結(jié)構(gòu)變革支持，“主流”類型最后會趨于失敗。Implicationsforchangingorganizationalculture

變革組織文化的含意Cultureisnotathingapart;itemergesfromtheinteractionbetween:文化不是一種孤立的事物，它是以下交互作用的產(chǎn)物：Structureandpeople結(jié)構(gòu)和人Theorganizationandtheenvironment組織和環(huán)境TheChangeToolkittalksaboutchangingculturebymodifyingstructures變革工具包討論的是通過改變結(jié)構(gòu)來改變文化ThroughuseoftheChangeToolkit,culturalchangeoccursastheresultof:通過使用變革工具包，文化的改變隨以下作用而發(fā)生：Intentionalstructuralchanges有意圖的結(jié)構(gòu)變革Thewaysthatstructureandpeopleinteract結(jié)構(gòu)與人的交互作用的途徑

Actontheorganization’sstructure致力于結(jié)構(gòu)Yes對No錯(cuò)對Effectiveandintendedchange

thatlasts有效的有意圖的變革才會持久Burstsofchangethatturnintofragments間歇的變革最終會失敗錯(cuò)Conflictingchangesthatlead

todeepfrustration相矛盾的變革會導(dǎo)致深深的（嚴(yán)重的）挫折Changethatisunguided,unintended,andunhelpful無法控制的無意圖的沒有幫助的變革Workwithandpreparethepeople致力于人YesNoTogeteffective,lastingchange,leadersmust

workwithbothstructuresandpeople

要取得有效的持久的變革，領(lǐng)導(dǎo)者必須致力于結(jié)構(gòu)和人。Inanyissue,bothcontentandprocessareinvolved.無論如何都要既有內(nèi)容又要有過程Contentisaboutideasandthings;whathappened.內(nèi)容是有關(guān)思想和事物；發(fā)生了什么。Processisaboutsequenceandpaths;howthingshappened.過程是關(guān)于次序和路線；事情是如何發(fā)生的。Contentismostfamiliar,andusuallygetsmoreattention.內(nèi)容更加熟悉，通常更受關(guān)注。Processislessfamiliar,andgenerallygetslessattention.過程不大為人熟悉，一般不大受人關(guān)注。Principle:Establishgoodprocesses

原則：建立良好的過程Bothprocessandcontentarecritical,butprocessismorefundamental.過程和內(nèi)容都很重要，但是過程更加基本。Ifcontentislacking,aneffectiveprocesscanfixit.如果缺少內(nèi)容，有效的過程可以彌補(bǔ)它。Ifprocessisweak,eventhebestcontentwon’thelp.如果過程不牢靠，即使內(nèi)容再好也于事無補(bǔ)。Agoodrule:StartbymakingsuretheprocessisOK.好的原則：開始就要保證過程是好的。Theimportanceofgoodprocess

良好過程的重要性Itisofteneasiertofocusoncontent:人們更容易集中于內(nèi)容：Morefamiliar更熟悉Easiertodiscussandtomeasure討論和衡量起來更容易Goodprocesshasamorelastingeffect:好的過程效果更持久：Impactspeople’sbehaviorandthoughtprocesses影響人們的行為和思維方法Haseffectsthroughouttheorganization作用貫穿整個(gè)組織Contentismorefamiliar,

butprocesshasamorelastingeffect

內(nèi)容更加熟悉，但過程具有更加持久的效果。Principle:Combineboldstrokesandlongmarches

原則：粗線條與長音符相結(jié)合Boldstrokes:usingleadershipauthoritytodefinestrategicdirection粗線條：利用領(lǐng)導(dǎo)者的權(quán)力來制定戰(zhàn)略方向Longmarches:projectimplementationandremovingbarrierstoprojectsuccess長音符：實(shí)施方案，消除障礙來使得方案成功Theymustbecombinedforsuccess要獲得成功，必須將它們相結(jié)合BoldStrokes粗線條LongMarches長音符TimeFrame時(shí)間結(jié)構(gòu)Fast快Slow慢LocusofAction行動軌跡Decisionsattop高層決策Initiativesthroughout貫穿全部LeaderControl領(lǐng)導(dǎo)者控制力High:canforceoutcomes高：能推動結(jié)果Low:cannotforceoutcomes低：不能推動結(jié)果InitialResults最初成果Clearandvisible清晰可見Unclearandvague不清楚LaterResults后期成果Erraticandconfused不穩(wěn)定Dependableanddeveloping可靠、可發(fā)展CultureEffect文化影響Large