変更モデル(Beckhard)
Change Equation

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概要、フォーラム、ベストプラクティス、専門家のヒント、情報源。

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いらっしゃいませ！変更の要因に関するすべて：

要約
特別興味グループ
フォーラム
ベストプラクティス
エキスパートのヒント
の情報源

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概要

変更モデル(また: リチャードBeckhardの変更のフォーミュラ、Change Equation)およびReuben t.ハリス(1987年)はDavid Gleicherへのそれらによって実際に帰因させる。速いの与えるのはやすくけれども強力な用具、可能性および条件の第一印象組織を変えである。

Organizational Developmentのマイル標石

歴史的に、Change EquationはOrganizational Developmentの分野については主要なマイル標石として見ることができる。組織開発訓練は雇用者の必要性に応じて、そのうちに次第に拡大した。これらの雇用者ただ経営目標によって、しかしまた従業員の約束によって彼らの組織を先に動かしたいと思うため。今日の雇用者は従業員介入と組織の成功間の関係を理解する。

従業員介入

変更の従業員介入への移動、および内部か外的なコンサルタントの使用は変わるために反作用をどうにかして、Taylorismとして知られるようになったFrederick Winslow Taylorの科学的管理のアプローチのようなより早い経営理論から考えることの転位を表す。この「命令および制御」アプローチはマネジャーと従業員の間で鋭いラインを引出した。根本的な哲学は「労働者働く、マネジャーは」。が考えることであり Taylorの方法は時の反射、工場連合および一貫作業-堅いマネージメント制御を必要とした環境とのすなわち、産業時代だった。

Taylorの眺めは補足され、より多くの労働者の介入および利点のための方法展開した、組織心理学およびグループ原動力として人間関係の動きによって最終的に(取り替えられる)、および労働者の刺激の理論を舗装する。

Change Equationのフォーミュラ

変更モデルフォーミュラ(Change Equation)は次のとおりである:

D x V x f > r

変更への不満Xの視野Xの第一歩>抵抗

抵抗の克服の3つの部品

Change Equationは1つが組織の変更への抵抗を克服するために3つの部品がすべてなることを理解するのを助けることができる:

現状の不満、
将来可能であるものをの視野、
この視野に達することの方の達成可能な第一歩。

3のうちのどれかがゼロか近いゼロなら、プロダクトはまたゼロであるまたは変更への近いゼロそして抵抗は支配する。

特別興味グループ

参加する

変更の要因特別興味グループ。

特別興味グループ

フォーラム

新しいトピック

変更の要因フォーラム。

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新しいフォーラムトピックを開始するについての変更の要因。より多くの情報。

ベストプラクティス

変更の要因に関する最も評価の高いディスカッショントピック。ここでは、最も価値のあるアイデアと実用的な提案を見つけます。

エキスパートのヒント

Change Factorsについての高度な洞察（英語）。ここには専門家による専門的なアドバイスがあります。

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の情報源

変更の要因に関するさまざまな情報源。ここでは、独自の講義やワークショップで使用するパワーポイント、ビデオ、ニュースなどが見つかります。

	The Nature and Complexity of Organizational Change Change Management, Organizational Change Presentation about organizational change. The presentation discusses and highlights the complexity and multi-dimensional (...)
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