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Leading the Accelerating Organization
A year ago, in the third quarter 1995 issue of Prism, we wrote about the need for organizations to learn to change and change to learn if they are to survive and thrive in an increasingly unpredictable future.
We explored the challenge of integrating the "hard" and the "soft" views of an organization in order to engage people's hearts and minds in a coordinated quest for continually improving performance.
And we set forth six key facets of the organization that make continual change and improvement possible: strategic flexibility, change-readiness, hidden leverage, operational alignment, organizational involvement, and learning acceleration.
Together, these six facets comprise a comprehensive model of change. (To remember the model easily, think of the acronym SCHOOL.)
DATE
A year ago, in the third quarter 1995 issue of Prism, we wrote about the need for organizations to learn to change and change to learn if they are to survive and thrive in an increasingly unpredictable future.
We explored the challenge of integrating the "hard" and the "soft" views of an organization in order to engage people's hearts and minds in a coordinated quest for continually improving performance.
And we set forth six key facets of the organization that make continual change and improvement possible: strategic flexibility, change-readiness, hidden leverage, operational alignment, organizational involvement, and learning acceleration.
Together, these six facets comprise a comprehensive model of change. (To remember the model easily, think of the acronym SCHOOL.)
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