![]() They must be proficient in the new skills. what they preach ( Beer, Eisenstat, & Spector, 1990). Top managers must look at what they practice vs. For example, training as an individual or team process intervention succeeds only when managers institutionalize the implementation and daily use of the new skills by providing appropriate counseling, coaching, and, above all, modeling of the new skills. This suggests that, beyond changing a single organizational unit or introducing a single, successful intervention, a large organization must understand several strategic considerations in starting, orchestrating, and sustaining an OD effort. This is sometimes called the fade-out effect ( Hinrichs, 1978). However, many seemingly successful and permanent changes regress or disappear within a relatively short time after their implementation. ![]() Many of these interventions can improve organizations in the short term.
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