Driving Organizational Change in The Midst of Crisis  

Oleh:

Carroll, John S. ; Hatakenaka, Sachi

Jenis: Article from Bulletin/Magazine - ilmiah internasional
Dalam koleksi: Sloan: Management Review vol. 42 no. 3 (2001), page 70-80.
Topik: ORGANIZATIONAL; driving organizational; midst of crisis

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Perpustakaan Pusat (Semanggi) Nomor Panggil: SS27.3 Non-tandon: 1 (dapat dipinjam: 0) Tandon: tidak ada

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To learn about creating change during a crisis, how about studying a real crisis in an industry where crises can have the broadest impact ? That's what MIT Sloan School of Management professor John Carroll and doctoral candidate Sachi Hatakenaka did. Their multiple - year study of Millstone Nuclear Power Station in Connecticut offers practical lessons for managers who may find themselves trying to implement change in a high - pressure environment. When Millstone's CEO for nuclear power arrived to help the organization find its way out of a crisis, he encountered a deeply fractured culture. To propel the organization in the right direction required an amalgam of powerful forces : an unprecedented regulatory fiat from the U. S. Nuclear Regulatory Commission, mandated third - party oversight but, above all, leaders at every level who were open to learning.

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