战略文化改变方法建立规划

TrustBuilding:

MethodsofStrategicCulture

Change

信任的建立:

战略文化改变的方法

MarkPixley潘士礼GeneralManager总经理LeadershipInc利德顺管理顾问有限公司LEADERSHIPINCTrustinOrganizations

组织机构中的信任Asanorganizationdevelops,trustbecomesameasureofthestrengthandsustainabilityoftheorganization. 当组织机构往前发展时，信任成为组织机构是否具底蕴及持续发展力的考量Buildingtrustisachallengeasitrequiresbothorganizationalandindividualchanges 信任的建立颇具挑战，因为它需要组织机构和个人二者同时进行改变Thesechangeswillresultinanewcorporateculture 这些变化最终将带入新的企业文化LEADERSHIPINCChangingNatureofOrganizations

组织机构的变化本质Hierarchical等级分明Networked扁平化后LEADERSHIPINCCycleofTrust 信任的循环CycleofDistrust 不信任的循环LEADERSHIPINCMatchingChallengewithCapabilities

用能力迎接挑战Challenge挑战Capability能力Boredom厌倦Stress压力Development发展LEADERSHIPINCPositiveExpectancy

积极的期望Attitudeshaveadirectimpactontheresultsoftheorganization 结果如何态度是根本Trustbasedorganizationsinvolveabeliefabouttheorganizationandtheindividualswithintheorganization.

对组织机构本身及对机构内个人的信任是以信任为基础的组织机构的基石LEADERSHIPINCTheRoleofHR

人力资源部的作用ChangeAgents(Facilitatingthechangeprocess) 改变的代言人（引导改变的过程）Guides(Helpingfindoutwhatispossibleandhowtodoit) 指导（帮助找出什么是可能的、怎样去做）ResourceProviders(Providingaccesstosupportandtrainingasneeded) 资源的提供者（为所需支持和培训提供协助）Nurturers(Providenecessarysupportandunderstanding)哺育者（提供必要的支持和理解）LEADERSHIPINCKeyAspectsofaTrustbasedorganization

以信任为基础组织机构的主要表现Sharingandcommunicatinggoals(wherethosegoalsaredevelopedbythoseresponsibleforimplementing) 对欲达成的目标及时进行沟通和交流（由执行责任人负责制定目标）Creatingalearningenvironment(withfreedomtodiscussandmakemistakes 营造学习交流的环境（有讨论的自由，允许犯错误）Developingself-directedworkteams(whichutilizethecapabilitiesofitsmembers) 应用自主工作小组（旨在发挥小组成员的能力）LEADERSHIPINCSharingandCommunicatingGoals

对欲达成目标的沟通和交流Strategy策略Goals目标ActionPlans行动计划LEADERSHIPINCGoalPlanningProcess

目标的规划过程Astrategyhastobeconstructedandownedbythosewhowillexecuteit 策略的制定需由执行者构建并拥有Theprocessofcreatinggoalsenhancesthecapacitytoexecute 建立目标的过程有助于提高执行的力度Goalshavetobewrittenandinvolveaccountability 目标须切实可行并认真记录在案LEADERSHIPINCCreatingaCommonStory演绎一个共同同的故事Theprocessofdeveloping,executingandachievinggoalscreatesacommonstory用发展变化的的过程、实施施及目标的实实现演绎成一一个共同的故故事Storiesshouldberecordandsharedwithintheorganization故事应归档并并在机构内广广为宣传LEADERSHIPINCCreatingaLearningEnvironment营造一个学习习交流的环境境Allexperiences(includingmistakes)arelearningexperiences所有的经验（（包括犯错））均为学习到到的经验Reflecting反思总结Doing行动DoubleLoopLearning双环学习习LEADERSHIPINCProductiveCommunication具生产力的沟沟通Listening:Thecapacitytohearandunderstandothers聆听：聆听和和理解他人的的能力Question:Thecapacitytoinquireintoothers’’understanding发问：了解他他人是否理解解的能力Empathy:Thesenseofwhatothersarefeeling同理心：设身身处地易位思思考LEADERSHIPINCSocialOperatingMechanisms社会运作机制制Methodstoenhancecommunicationandinteractionwithinanorganization促进沟通和交交流的办法Internet互联网Managerialretreats管理层外训PlanningandReviewsession规划和回顾Teambuildingprograms团队建设方案案CoachingandMentoring训练和指导LEADERSHIPINCDevelopingSelf-DirectedWorkTeams自主工作小组组Self-directedworkteamsareformallyestablishedworkgroupsinwhichallteammembersundertaketaskandapproachproblemswithoutdirectinvolvementofmanagement自主工作小组组系正式建立立的工作小组组，小组成员员承担任务并并发现、解决决问题，管理理层不必直接接介入。Givenchallenginggoals,sufficienttrainingandreasonableguidelines,self-directedworkteamsproducehighqualitycommunicationandinvolvement鉴于欲达成的的目标很有挑挑战性，充足足的培训、合合理的指导纲纲要、自主工工作小组将成成就高质量的的沟通和积极极的参与Thepurposeistocapitalizeontheknowledgeandskillsofalargenumberofpeople––forthehighestpossiblelevelofresults目的在于充分分利用广大员员工的智慧和和技巧以获取取高质量的成成效LEADERSHIPINCResponsibility,DiversityandLeadership责任、多样性性及领导力Theactofgivingpeopleresponsibilitytendstomakethemresponsible放权意味着让让人们负起责责任Mostsuccessfulteamshavearangediversememberswhoenhancethegroupscapacity大多数成功的的团队之所以以成功在于其其成员的多样样性/多面性，从而而提高团队的的整体能力Leadershipoftenshiftswithinaself-directedworkteamaccordingtothesituation随着形势的变变幻，领导力力常常在自主主工作小组间间交替LEADERSHIPINCTypesofTeams小组的类型Operatingteams营运小组Departmentalteams部门小组Cross-functionalteams功能交叉小组组Projectteams项目小组Ideallywillbetheresponsibility,notanadditionalresponsibility理想境界，职职责而非额外外的责任LEADERSHIPINC