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IlonaBaumane-Vitolina
Anylearningstartswithunderstandingthecurrentconditionandre-
flectionsfrompreviousexperience.IntheBalticstates,aswellasinother
EasternEuropeancountries,managershavenotaccumulatedsufficientex-
perienceinchangeandcrisismanagement.Therefore,thebestexamples
canprovidemanagerswiththenecessaryinsightintothevarioussolutions
toproblemswhichhavebeensuccessfulinothercompanies.
THEORETICALBACKGROUNDOFTHERESEARCH
Thetheoreticalbackgroundofthisstudyisgroundedinasolution-build-
ingparadigmthatiscontrarytotheproblem-solvingapproachusually
exploitedincoachingandconsultingpractices.Theessenceofsolution-
buildingisexploringthedesiredfuturestateandcomprehendingrecent
successfuleventsinordertoelaborateonthemandachievetheresultsthat
areaspiredto.Thisapproachisbasedontheassumptionthateachperson
hasinnerstrengthsandresourcessufficienttocreatetherealitythatthey
desire.Initially,solution-buildingwasusedforthepurposesoftherapy,
butlatelyithasalsobecomepopularasanorganizationalpractice.With-
inorganizations,solution-buildingimpliesdefiningwhatcouldbedone
differentlywithinagivencontext,searchingforrecentexampleswhen
positiveresultswereachieved,andexpandingonthese.Thisisagrad-
ualprocessofimplementingsmallstepstowardsmajorchangesinstead
ofrapidanddramatictransformationsthatoftenprovetobeunsustain-
able.Themottoofsolution-buildingisverysimple:“Ifitworksbetter,
domore.”1
Itispossibletodistinguishtwomaindirectionsintheevolution
ofchangemanagementtheory.Thefirstistheplannedapproach,from
whichthreemodelsarederivedforresearchandpracticeofchangeman-
agement.Theseare:theActionResearchModel,theThree-stepModeland
thePhasesofPlannedChangeModel.TheActionResearchModelpro-
videsaneffectiveapproachtosolvinganorganization’sproblemswith
1DeJong,P.,KimBerg,I.“InterviewingforSolutions,”Brooks/ColeCengageLearning,2008.