TO ARRIVE AT AN EFFECTIVE KNOWLEDGE MANAGEMENT THAT IMPACTED PERFORMANCE REQUIRES ORGANIZATIONAL CHANGE MANAGEMENT OF LONG-RANGE Reviewed by Momizat on .   ORGANIZATIONAL CHANGE MANAGEMENT OF LONG-RANGE Whenever you want to implement a knowledge management that impacts the results we need a far-reaching organizat   ORGANIZATIONAL CHANGE MANAGEMENT OF LONG-RANGE Whenever you want to implement a knowledge management that impacts the results we need a far-reaching organizat Rating: 0
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TO ARRIVE AT AN EFFECTIVE KNOWLEDGE MANAGEMENT THAT IMPACTED PERFORMANCE REQUIRES ORGANIZATIONAL CHANGE MANAGEMENT OF LONG-RANGE

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ORGANIZATIONAL CHANGE MANAGEMENT OF LONG-RANGE

Whenever you want to implement a knowledge management that impacts the results we need a far-reaching organizational change that transforms the organization to make it more efficient and competitive. You have to move from a static, hierarchical organization to a much more dynamic and proactive environment. This will be managed by a change in management style, corporate culture, new roles for people, organizational structures, models of teamwork, processes, training, etc.

For example, coordination, teamwork is especially important for the organization to discover and act sensitized about the quality and opportunities for developing new approaches. The creation of innovative high quality, low cost, depend on close coordination between all those involved in its development. For the effort, initiative and cooperation requires coordinated action are required high levels of commitment. For people to identify and solve problems as a team, need new skills, such as knowledge of the company as a whole, analytical skills and interpersonal relationship. If any of these elements, the change process will fail.

OVERCOMING OLD THEORIES ON CHANGE MANAGEMENT

Most programs do not work for implementation are guided by a theory of change that is fundamentally flawed. The common belief is that we must begin with the knowledge and attitudes of individuals. Changes in attitudes, the theory goes, lead to changes in individual behavior. And changes in individual behavior, repeated by many people, will lead to organizational change. According to this model, the change is like a religious conversion. Once people “have become”, there will surely change their behavior.

But what exactly is this theory gets a kick in the process of implementing a change manage knowledge. In reality, individual behavior is powerfully shaped by the organizational roles people play. Therefore, the most effective way to change behavior is to put people in a new organizational context that will impose new roles, responsibilities and relationships. This creates a situation that, in a sense, force new attitudes and behaviors of individuals.

This is the approach of authors such as Beer, M. Eisenstat, R., SPECTOR, B. (1991) where they discuss in an article entitled “Why Programs Do not Produce Change” and where you wonder why many companies want to change to adapt to the changes do not get it, being a very serious problem that they committed their strategies.

The authors say: “The difficulty with most change programs aimed at the whole company is to solve only one or, at best, two of the many important factors. Just because a company issue a statement of principles about teamwork, does not mean necessarily that employees know what teams have to build or how to act within them to improve coordination. A corporate restructuring can change the boxes on an organizational formal, but does not provide the skills and attitudes necessary to make the new structure work. A performance based pay system can force managers to better differentiate between poor act, but it helps them to internalize new standards by which to judge the performance or actions of subordinates. Not taught how to deal effectively with performance issues. Such programs can not provide the cultural context (models of the roles that can be learned) that people need to acquire new skills, so that ultimately fail to create organizational change. “

Similarly, training programs can target the fitness, but rarely change the guidelines for coordination of the company. In fact, the interest generated by a good business training program often caused more frustration when employees return to the job and see their new skills and training are not used in an organization that has not changed.

Arriaga Associates

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