什么是正向偏差模型？ 释义
根据Richard Tanner Pascale和Jerry Sternin，经营管理过程中会遇到各种让人头痛的问题，但也会遇到一些让人欣喜的例外。 如，某些单独个体或团队，与其同僚运作于同样的资源和限制条件之下，却会表现得更好。 在2005年5月号的《哈佛商业评论》上一篇文章中，他们二人介绍了正向偏差法。 他们认为，管理人员必须积极寻找组织内格外出色的成功团队或个人，促使他们“正向偏差”的成功战略成为企业的主流。 那些优秀的变革管理实践在这里就没有用武之地了， 所以，Pascale和Sternin建议要想找到偏差，就必须确保组织成员的参与， 鼓励他们自己来传播他们的变革经验。 Pascale和Sternin还设计了一个六步正向偏差模型。
正向偏差法的起源。 历史
尽管Pascale和Sternin在他们的文章中没有提到Cooperrider， 亦不他们明确地提及Appreciative Inquiry[肯定式探询]。 但是，可以肯定地是，正向偏差法基于同组织变革类似的理论。 Pascale和Sternin将正向偏差变革理论与传统变革方法进行了以下比较：
传统变革法
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正向偏差变革法
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组织领导是开拓者
自外而内
基于赤字
逻辑驱动的
容易出现移植排斥
经由问题解决到解决方案识别的流程
聚焦主要领导者
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组织领导是咨询员
自内而外
财政支持
学习驱动
易于自我复制
经由解决方案识别到问题解决的流程
聚焦扩大组织网络
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正向偏差的运用 应用
正向偏差的六个步骤。 流程
- 选举团队领袖。 团队中的优秀成员和团队领袖的角色和地位非常重要，但他们亦往往会非建设性地依赖于他们的团队。
- 根据事实进行团队重构。 对存在的问题进行重新阐述， 而非照搬组织既有实践与经验。 如此，组织的注意力将会被引向各种新的可能和机会。
- 营造安全的学习环境。 组织内与众不同的正向偏差人士、组织权威领袖以及组织内的其他成员，可能都会感到探索未知领域是一件很危险的事情。 必须有一个安全的环境来支持团队的创新活动。
- 使问题具体化。 否则，信息的发送和接受的信号扭曲将快速导致意想不到的严重后果。
- 努力提供社会证据。 有一句格言说得好， “眼见为实”，在处理对变革问题时，这句话有特殊意义。 寻找、交流已经在类似环境下成功运作的案例。
- 挫败组织免疫防御系统。 防止组织对变革的防御、抵制和排斥，要使变革流程形如自然。 不要过分利用权威力量。
正向偏差的优势。 优点
- 正向偏差法最适宜于那些要求对行为和态度进行变革的情境， 在那些情境中，没有明显的现成之法和可供复制的成功战略。
- 正向偏差法促进角色转换，使专家成为学生，使领导者成为追随者。
正向偏差的局限。 缺点
- 不适合技术领域的变革问题。 按作者所说，如供应链管理、硬件及软件改造方案等。
- 也不适合尽管依靠脑力思考但却不需要行为调整的问题。 按作者所说，如组合平衡管理。
- 如前所述，需要组织内部的角色转换。
- 正向偏差所需的支持创新性变革活动的外部安全环境，有时候并不容易得到。
正向偏差的假定。 条件
- 在商业活动中，正向偏差总是存在的。 个别的成员或团队，在同等条件下会表现得更好。
- 变革管理的最佳实践不能够引领整个组织走向成功。
- 确保组织成员的参与，将有效减少他们对变革活动的躲避、抵制和排斥。
- 时间条件不成问题。
- 组织领导想要促进组织变革进程。
- 创造出正向偏差的组织成员渴望分享知识与经验。
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 Great exercise (at least annually)
Leaders learning, teachers becoming students - the humility and genuine interest displayed in new ways of thinking, from all levels within the company, helps build morale.
"Concrete problems" and "safe to learn" are two of the foundations the proces...
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正向偏差 小组
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正向偏差 培训|活动
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What Change Agents Should I Use?
When choosing between internal or external change agents, organizations should consider following advantages and disadvantages of each o...
Usage (application)Change Management, Organizational Change, Turnaround Management
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Understanding Why Employee Appreciation is Important
The concept of bases of social power is very important for organizations in the context ...
Usage (application)Acknowledging the Power of Employees
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Addressing Concerns Against Change and their Remedies
According to Ken Blanchard in the article Mastering the Art of Change (Training Journal, January 2010), it is important for leaders to address the f...
Usage (application)Change Management, Organizational Change, Turnaround Management
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Personal Networks of Successful Change Agents
Organizational change is often difficult to achieve because it disturbs the hierarchical structures and the way to accomplish things. For this reason ...
Usage (application)Leading Major and Minor Change Initiatives
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Innovating Bottom-up or Top-down
Check out 2 recent articles by professor Deschamps on ...
Usage (application)Corporate Innovation Approaches
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I'll never use the term 'Resistance to Change' again
I am working as a change manager in a German IT company. Somebody advised me the other day to read an article about resistance to change by Jeffrey an...
Usage (application)Resistance to Change is a Defensive Attitude...
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Key Success Factors when you're Designing your Change Management Program
In their article "Making Change Happen, and Making It Stick" (published in the online edition of strategy+business, December 20, 2010), Ashley Harshak...
Usage (application)Best Practices, Change Management, Organizational Change
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The Need to Communicate the REASONS for Change
1072 survey contributors commented on how improve their chances of thriving, by communicating in ways that build trust and engage people. For these co...
Usage (application)Change Management
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Assessing the Risks of Change and the Organizations Capacity for Change
In their book "Transforming Public and Nonprofit Organization Stewardship for Leading Change", James Edwin Kee and Kathryn E. Newcomer argue that th...
Usage (application)Leading Change
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Critical Leadership Skills
In order to tackle all six stages of concern mentioned by Ken Blanchard in the article Mastering the Art of Change (Training Journal, January 2010),...
Usage (application)Tackling the Six Stages of Concern
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Six Crucial Mind Shifts for Strategy Execution / Implementation
Speculand (2009) suggests six mind shifts that people should consider when they're implementing new strategies in organizations. These are outlined an...
Usage (application)Change Management, Strategic Change, Resistance to CHange, Strategy Implementation
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Strategic Change: Why, What, When, Who and How
If we need to change strategically, we need to think about why, what, when, who and how:
- Why do we want to change? - the constraints imp...
Usage (application)Preparing Strategic Change
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新闻
正向 偏差
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新闻
肯定 探询
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视频
正向 偏差
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视频
肯定 探询
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简报
正向 偏差
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简报
肯定 探询
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更多
正向 偏差
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更多
肯定 探询
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比较： Appreciative Inquiry[肯定式探询] | Change Management Iceberg[变革管理冰山] | Forget Borrow Learn[遗忘借用学习法] | Kaizen[改善] | Business Process Reengineering[业务流程重组] | Change Model Beckhard[Beckhard变革模型] | DICE Framework[DICE架构] | Changing Organization Cultures[组织文化变革法] | Action Learning[行动学习法] | Change Phases[变革阶段] | Force Field Analysis[力场分析法] | Core Group Theory[核心组理论] | MSP[成功管理计划] | Bases of Social Power[社会权力基础] | Theory of Planned Behavior[计划行为理论] | Metaplan[元规划] | Team Management Profile[团队管理剖面]
返回到分类主页： 变革与组织 | 沟通与技能 | 领导力 | 计划与项目管理
更多管理方法、模型和理论
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