Getting everyone involved: how one organization involved its employees, supervisors, and managers in redesigning the organization

Article Abstract:

The Conference Model is a process that uses search conference methodology and sociotechnical systems principles to redesign an organization. Axelrod and Associates, Inc. developed and piloted this approach at a division of R.R. Donnelley and Sons Company, the world's largest commercial printer. The Conference Model involves a series of four conferences; in this case, each conference involved up to 80 participants. The results produced were similar to those that occur when traditional design methods are used but with greater speed and increased commitment and greatly reduced resistance by the rest of the organization. Over 60% of the organization participated in one of the four conferences and thus had direct input into the new design. The organizational design was completed 3 months from the time of the first conference, as compared with the full year is usually takes for traditional design methods. Most important, the design it supported by the overwhelming majority of the organization at all levels because they were part of the consensus that developed it. (Reprinted by permission of the publisher.)

Planning, Industrial organization

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Enlightened upheaval and large-scale transformation: the Polish Solidarity Trade Union case

Article Abstract:

Most models of large-scale change assume that only outside experts working closely with senior management can initiate and implement change successfully. Using the Polish Solidarity Trade Union case, a model is presented that explains how system insiders - who may or may not have formal status - have the potential to initiate and implement transformational change. The following two facets of the model are emphasized: legitimizing, whereby new beliefs, ideas and theories are legitimated; and reconstructive learning, whereby underlying beliefs and assumptions are explored and reformulated into new practices and ideologies. The article also addresses the relationship of legitimizing and reconstructive learning to implementing, the process whereby new practices, systems, and structures are set in place for the purpose of achieving desired objectives. Research propositions and implications for practitioners are presented. (Reprinted by permission of the publisher.)

Analysis, Case studies, Solidarity Independent Trade Union

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Organization building in a Yale union

Article Abstract:

This article studies organizational building from a social constructionist perspective. It adopts a meaning-centered and endogenic approach to study the formation and establishment of a union of clerical workers at Yale University. Based on a review of existing literature on organizational creation, this article views social constructionism as a fruitful alternative theoretical framework for the study of organziational building. Qualitative research methods, combining extensive document analysis with semistructured interviews, are used in a case study of union formation. The key elements of successful organization building appear to be defining meaningful realities, transforming contexts, and benefiting from the historical backwardness of organization members. Implications for organization theory are discussed. (Reprinted by permission of the publisher.)

Research, Management, Organizational behavior

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