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tive world, having the best information and knowledge is only a first step toward being competitive. The greater value for an organization is how this knowledge is used and the ability of those who are using this knowledge to discern value in it, integrate it, recognize patterns, and adapt it to changing requirements in a turbulent environment. This knowledge can rarely be given away because no other organization would know how to discern value, interpret it, recognize patterns, or adapt it, but other organizations can build on it and, from their different perspectives, create new ideas that, in turn, can be built upon by other organizations.

Since change itself is an emergent characteristic, it is a product of combining, integrating, and correlating elements of the change strategy with the organization's direction, objectives, structure, culture, and leadership. The change strategy must be consistent with the desired organization (ICAS). In the ICAS, the means do not justify the end; they serve as an example of the richness and effectiveness of the end state, of the desired approach for how future work gets done. There is a visible consistency in ICAS theory and actions throughout the strategy suggested below.

The change strategy model can be viewed in terms of orchestrating and implementing twelve specific elements. These elements are: creating a shared direction; building the business case; demonstrating leadership commitment; facilitating a common understanding; setting limits; sharing new ideas, words, and behaviors; identifying the strategic approach; developing the structure; measuring and incentivizing; providing tools; promoting learning; and envisioning an even greater future. Each element is detailed below.

创造一个共享的愿景——Create a Shared Vision

 

In The Fifth Discipline, Peter Senge (1990) emphasizes the importance of a shared vision where employees participate in the development of a corporate vision, and can then make decisions and take actions consistent with the directions set by senior leadership through the shared visioning process. For the ICAS, in an unknowable future, the vision must be more of a direction than an end state. In their research on consciousness, Edelman and Tononi (2000) identify the mechanism that provides unity to consciousness, thereby creating a continuous history of thought and a consistency of identity and action. This ability to maintain different parts of the brain in harmony and to pull them together in an organization is facilitated by constant and widespread communication.

The journey toward becoming an ICAS starts with a shared direction of what the organization will accomplish and how it will be accomplished, i.e., how the work gets done. Learning from history, we realize that it is advantageous for an organization to have a strategic plan. What may be different about the ICAS approach is that the plan is a product of the whole organization, with inputs and reviews at every level of, and from every functional area in, the organization. In the development process, goals are worked and reworked to assure the right set of goals addressed at a low enough level to make them real and viable, and a high enough level to provide flexibility and tailoring at the point of action where implementation decisions a本论文由英语论文网提供整理，提供论文代写，英语论文代写，代写论文，代写英语论文，代写留学生论文，代写英文论文，留学生论文代写相关核心关键词搜索。