Trust Building: Methods of Strategic Culture Change 信任的建立: 战略文化改变的方法Trust in Organizations 组织机构中的信任nAs an organization develops, trust becomes a measure of the strength and sustainability of the organization. 当组织机构往前发展时，信任成为组织机构是否具底 蕴及持续发展力的考量n Building trust is a challenge as it requires both organizational and individual changes 信任的建立颇具挑战，因为它需要组织机构和个人二 者同时进行改变nThese changes will result in a new corporate culture 这些变化最终将带入新的企业文化Changing Nature of Organizations 组织机构的变化本质Hierarchical 等 级 分 明Networked 扁 平 化后nCycle of Trust 信任的循环nCycle of Distrust 不信任的循环Matching Challenge with Capabilities 用能力迎接挑战C h a ll e n g e 挑战Capability 能 力Boredom 厌倦Stress 压力 Development 发 展Positive Expectancy 积极的期望nAttitudes have a direct impact on the results of the organization 结果如何态度是根本nTrust based organizations involve a belief about the organization and the individuals within the organization. 对组织机构本身及对机构内个人的信任 是以信任为基础的组织机构的基石The Role of HR 人力资源部的作用nChange Agents (Facilitating the change process) 改变的代言人（引导改变的过程）nGuides (Helping find out what is possible and how to do it) 指导（帮助找出什么是可能的、怎样去做）nResource Providers (Providing access to support and training as needed) 资源的提供者（为所需支持和培训提供协助）nNurturers (Provide necessary support and understanding)哺育者（提供必要的支持和理解）Key Aspects of a Trust based organization 以信任为基础组织机构的主要表现nSharing and communicating goals (where those goals are developed by those responsible for implementing) 对欲达成的目标及时进行沟通和交流（由执 行责任人负责制定目标）nCreating a learning environment (with freedom to discuss and make mistakes 营造学习交流的环境（有讨论的自由，允许 犯错误）nDeveloping self-directed work teams (which utilize the capabilities of its members) 应用自主工作小组（旨在发挥小组成员的能 力）Sharing and Communicating Goals 对欲达成目标的沟通和交流nStrategy 策略nGoals 目标nAction Plans 行动计划Goal Planning Process 目标的规划过程nA strategy has to be constructed and owned by those who will execute it 策略的制定需由执行者构建并拥有nThe process of creating goals enhances the capacity to execute 建立目标的过程有助于提高执行的力度nGoals have to be written and involve accountability 目标须切实可行并认真记录在案Creating a Common Story 演绎一个共同的故事nThe process of developing, executing and achieving goals creates a common story 用发展变化的过程、实施及目标的实现 演绎成一个共同的故事nStories should be record and shared within the organization 故事应归档并在机构内广为宣传Creating a Learning Environment 营造一个学习交流的环境nAll experiences (including mistakes) are learning experiences 所有的经验（包括犯错）均为学习到的经验Reflecting 反思总结Doing 行动Double Loop Learning 双 环 学 习Productive Communication 具生产力的沟通nListening: The capacity to hear and understand others 聆听：聆听和理解他人的能 力nQuestion: The capacity to inquire into others understanding 发问：了解他人是否理解的 能力nEmpathy: The sense of what others are feeling 同理心：设身处地易位 思考Social Operating Mechanisms 社会运作机制nMethods to enhance communication and interaction within an organization 促进沟通和交流的办法nInternet 互联网nManagerial retreats 管理层外训nPlanning and Review session 规划和回顾nTeam building programs 团队建设方案nCoaching and Mentoring 训练和指导Developing Self-Directed Work Teams 自主工作小组nSelf-directed work teams are formally established work groups in which all team members undertake task and approach problems without direct involvement of management 自主工作小组系正式建立的工作小组，小组成员承担任务并发现、解决 问题，管理层不必直接介入。nGiven challenging goals, sufficient training and reasonable guidelines, self-directed work teams produce high quality communication and involvement 鉴于欲达成的目标很有挑战性，充足的培训、合理的指导纲要、自主工 作小组将成就高质量的沟通和积极的参与nThe purpose is to capitalize on the knowledge and skills of a large number of people for the highest possible level of results 目的在于充分利用广大员工的智慧和技巧以获取高质量的成效Responsibility, Diversity and Leadership 责任、多样性及领导力nThe act of giving people responsibility tends to make them responsible 放权意味着让人们负起责任nMost successful teams have a range diverse members who enhance the groups capacity 大多数成功的团队之所以成功在于其成员的 多样性/多面性，从而提高团队的整体能力nLeadership often shifts within a self-directed work team according to the situation 随着形势的变幻，领导力常常在自主工作小 组间交替Types of Teams 小组的类型nOperating teams 营运小组nDepartmental teams 部门小组nCross-functional teams 功能交叉小组nProject teams 项目小组nIdeally will be the responsibility, not an additional responsibility 理想境界，职责而非额外的责任Strategic Culture Change 战略文化的改变nTrust comes first, it is the requisite of sustainable change 信任第一，它是可持续改变的先导nCulture comes last, it is the result of change 企业文化的改变最后，它是改变的结果Case Study 案例分析