個案資料

Building Organizational Capacity for Change is an eleven-chapter book written by William Q. Judge, Jr., the E.V. Williams Chair of Strategic Leadership and Professor of Strategic Management at the College of Business & Public Administration at Old Dominion University. The book was published by Business Expert Press in February of 2011. Composed of three sections, the text explores methods for building an organization's capacity for change, an eight-dimensional dynamic capability that helps leaders more effectively prepare their entire organization, from frontline employees to senior management, to better anticipate and adapt to change. The author argues that this proactive strategy, as opposed to reacting to change, unleashes an organization's creative potential while maintaining accountability, clarifies the roles of each employee in the change process while enhancing organizational flexibility, aligns organizational systems to facilitate change, and builds the organization's leadership pipeline for the future. Chapter Seven focuses on the fifth of the eight dimensions of organizational capacity for change, systems thinking. The author explains the concept of systems (def. from book: a network of interdependent components that work together to try to accomplish a common aim) as they apply to organizations, and then explores methods for thinking about, or navigating through, these systems. The relationship between systems thinking and organizational change is discussed. Organizational learning disabilities, what the author calls "delusions," are identified; and seven behavioral principles, or practices for building systems thinking within organizations, are introduced.

• Business communication
• Organizational behavior
• Trustworthiness
• Leadership
• Organizational change