Journal For Quality and Participation, Nov 1, 2000
A critical question today is how to produce the levels of innovation and improvement that have be... more A critical question today is how to produce the levels of innovation and improvement that have become necessary for competitive survival and success. It is also to understand and manage the key success factors that shape an organization's ability to per..
The "three worlds" referred to in this article are the three environments in which human services... more The "three worlds" referred to in this article are the three environments in which human services are delivered: the public, private non-prof;, and private for-profil sectors. This article analyses the situation of human services in the USA, while suggesting that the arrival o fprivatizaiion in other western industrial societies makes it relevant there too. A f e r defining each of the three environments, an attempt is made to generalize about broad differences in management behaviour that tend to result from the different kinds of pressures inherent in each of the three worlds. Relationships between the three worlds are discussed, with special reference to the field o f alcoholism treatment services.
Research in Organizational Change and Development, 2014
This article brings a new, broad conceptual framework to the quest for understanding dynamic capa... more This article brings a new, broad conceptual framework to the quest for understanding dynamic capability in organizations (i.e." managing on the edge of chaos"). This approach rests on two major pillars: (i) a duality-paradox perspective and (ii) new typologies of organizational learning (OL) and individual action/ thinking. A case of radical innovation at Microsoft provides a multi-level illustration; interpreting it requires a focus on two dualistic challenges. For use in future ODC research and practical assessment the broad new conceptual framework includes: (i) collaboration as a central concept; (ii) duality-paradox as a key source of conflicts that can threaten collaboration; (iii) five types of organizational learning, (iv) four types of individual action/thinking, including paradoxical thinking, and (v) the proposition that "golden dualities" can be created from once-troubling duality situations (where critical collaboration was in danger) which have been transformed from the (metaphorical) "odd (contentious)couple" into a "productive (collaborative) partnership".
Research in Organizational Change and Development, 2012
Here is a new conceptual framework for organizational learning (OL) that applies to both planned ... more Here is a new conceptual framework for organizational learning (OL) that applies to both planned reform and emergent change. It integrates strategic and operational, micro and macro perspectives. It has three parts: (a) a revised definition and typology of OL, (b) seven reform stories that define stages and tasks, (c) a management and assessment guide demarcating four areas of OL, namely: (i) action learning within core operations; (ii) sharing learning and innovations across the organization; (iii) mission/s-beyond ambidexterity; (iv) integration-managing mission conflicts and other paradoxes, which ensure endogenous change. Dynamic capability is therefore intrinsic to this view of OL that is illustrated from two cases: NYPD and public school reforms. For related pix & papers see www.barrysugarman.org ORGmuze - online Museum About Organizations
Research in Organizational Change and Development, 2007
... leaders of this large team reinvented the man-agement process for launching a new car model, ... more ... leaders of this large team reinvented the man-agement process for launching a new car model, with dramatic ... The hybrid approach to OT depends on collaboration along the lines of the bi-focal formula.6 That ... But, alas, he had since retired from the company and could not help. ...
A business turnaround and a story of organizational and personal transformation.. Dramatically im... more A business turnaround and a story of organizational and personal transformation.. Dramatically improved business results continued upward for 20 years, from the bottom to the top quartile of its industry. A case of successful change management, Human Resources as a strategic key, leadership, and ethics. A values based culture replaced one based on command and control. Adopting a systems thinking approach took the process of change to new heights. Peter Senge considers this the first model learning organization.
Magic From Social Networks That Talk to Management: Four Cases Barry Sugarman ABSTRACT Purpose: T... more Magic From Social Networks That Talk to Management: Four Cases Barry Sugarman ABSTRACT Purpose: To understand how social networks can help to produce the “magic” of extraordinary results for organizations. Approach/Method: In this exploratory study four cases (from published reports) are compared to illustrate different management approaches to utilizing the power of networks. Findings: Social networks can be central to a strategy for organizational transformation (OT), as in three of these cases. They can also be fundamental to a firmʼs mode of organizing from its inception business and permanently, as in the fourth case (W.L.Gore). The three cases illustrate several approaches to connecting social networking with managementʼs OT strategies. An important difference exists between informal, autonomous networks and networks that “talk” to management . Research Limits/Implications: These cases illustrate what is possible, not what is typical. All four cases involve social networks already aligned to official goals. This exploration of networking in the service of OT suggests some hypotheses but cannot rigorously test them. Practical Implications: Social networks can create, contain, and convey much of a companyʼs intellectual capital and can control much of its potential for “magical” improvement. The basic principles of OT (developing a learning organization) apply here. Originality/value: The comparative study of four cases is fruitful but rare. Network literature mostly consists of single cases and surveys at a distance. Paper type: Comparative case analysis. Theory exploration.
This article offers two contributions to the literature of organizational learning (OL):
(a) a ... more This article offers two contributions to the literature of organizational learning (OL):
(a) a multifaceted case study of the New York City Police Department (NYPD) and
(b) a framework for future research in OL. The NYPD case is analyzed using two of the four alternative definitions of OL that are highlighted here. One is sharply focused on bottom line results.
A 50-year perspective on change, actual reform, and successful resistance to earlier reform efforts at NYPD is analyzed to demonstrate a multi-level model of organizational learning and other forms of org change
Journal For Quality and Participation, Nov 1, 2000
A critical question today is how to produce the levels of innovation and improvement that have be... more A critical question today is how to produce the levels of innovation and improvement that have become necessary for competitive survival and success. It is also to understand and manage the key success factors that shape an organization's ability to per..
The "three worlds" referred to in this article are the three environments in which human services... more The "three worlds" referred to in this article are the three environments in which human services are delivered: the public, private non-prof;, and private for-profil sectors. This article analyses the situation of human services in the USA, while suggesting that the arrival o fprivatizaiion in other western industrial societies makes it relevant there too. A f e r defining each of the three environments, an attempt is made to generalize about broad differences in management behaviour that tend to result from the different kinds of pressures inherent in each of the three worlds. Relationships between the three worlds are discussed, with special reference to the field o f alcoholism treatment services.
Research in Organizational Change and Development, 2014
This article brings a new, broad conceptual framework to the quest for understanding dynamic capa... more This article brings a new, broad conceptual framework to the quest for understanding dynamic capability in organizations (i.e." managing on the edge of chaos"). This approach rests on two major pillars: (i) a duality-paradox perspective and (ii) new typologies of organizational learning (OL) and individual action/ thinking. A case of radical innovation at Microsoft provides a multi-level illustration; interpreting it requires a focus on two dualistic challenges. For use in future ODC research and practical assessment the broad new conceptual framework includes: (i) collaboration as a central concept; (ii) duality-paradox as a key source of conflicts that can threaten collaboration; (iii) five types of organizational learning, (iv) four types of individual action/thinking, including paradoxical thinking, and (v) the proposition that "golden dualities" can be created from once-troubling duality situations (where critical collaboration was in danger) which have been transformed from the (metaphorical) "odd (contentious)couple" into a "productive (collaborative) partnership".
Research in Organizational Change and Development, 2012
Here is a new conceptual framework for organizational learning (OL) that applies to both planned ... more Here is a new conceptual framework for organizational learning (OL) that applies to both planned reform and emergent change. It integrates strategic and operational, micro and macro perspectives. It has three parts: (a) a revised definition and typology of OL, (b) seven reform stories that define stages and tasks, (c) a management and assessment guide demarcating four areas of OL, namely: (i) action learning within core operations; (ii) sharing learning and innovations across the organization; (iii) mission/s-beyond ambidexterity; (iv) integration-managing mission conflicts and other paradoxes, which ensure endogenous change. Dynamic capability is therefore intrinsic to this view of OL that is illustrated from two cases: NYPD and public school reforms. For related pix & papers see www.barrysugarman.org ORGmuze - online Museum About Organizations
Research in Organizational Change and Development, 2007
... leaders of this large team reinvented the man-agement process for launching a new car model, ... more ... leaders of this large team reinvented the man-agement process for launching a new car model, with dramatic ... The hybrid approach to OT depends on collaboration along the lines of the bi-focal formula.6 That ... But, alas, he had since retired from the company and could not help. ...
A business turnaround and a story of organizational and personal transformation.. Dramatically im... more A business turnaround and a story of organizational and personal transformation.. Dramatically improved business results continued upward for 20 years, from the bottom to the top quartile of its industry. A case of successful change management, Human Resources as a strategic key, leadership, and ethics. A values based culture replaced one based on command and control. Adopting a systems thinking approach took the process of change to new heights. Peter Senge considers this the first model learning organization.
Magic From Social Networks That Talk to Management: Four Cases Barry Sugarman ABSTRACT Purpose: T... more Magic From Social Networks That Talk to Management: Four Cases Barry Sugarman ABSTRACT Purpose: To understand how social networks can help to produce the “magic” of extraordinary results for organizations. Approach/Method: In this exploratory study four cases (from published reports) are compared to illustrate different management approaches to utilizing the power of networks. Findings: Social networks can be central to a strategy for organizational transformation (OT), as in three of these cases. They can also be fundamental to a firmʼs mode of organizing from its inception business and permanently, as in the fourth case (W.L.Gore). The three cases illustrate several approaches to connecting social networking with managementʼs OT strategies. An important difference exists between informal, autonomous networks and networks that “talk” to management . Research Limits/Implications: These cases illustrate what is possible, not what is typical. All four cases involve social networks already aligned to official goals. This exploration of networking in the service of OT suggests some hypotheses but cannot rigorously test them. Practical Implications: Social networks can create, contain, and convey much of a companyʼs intellectual capital and can control much of its potential for “magical” improvement. The basic principles of OT (developing a learning organization) apply here. Originality/value: The comparative study of four cases is fruitful but rare. Network literature mostly consists of single cases and surveys at a distance. Paper type: Comparative case analysis. Theory exploration.
This article offers two contributions to the literature of organizational learning (OL):
(a) a ... more This article offers two contributions to the literature of organizational learning (OL):
(a) a multifaceted case study of the New York City Police Department (NYPD) and
(b) a framework for future research in OL. The NYPD case is analyzed using two of the four alternative definitions of OL that are highlighted here. One is sharply focused on bottom line results.
A 50-year perspective on change, actual reform, and successful resistance to earlier reform efforts at NYPD is analyzed to demonstrate a multi-level model of organizational learning and other forms of org change
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Papers by Barry Sugarman
(a) a multifaceted case study of the New York City Police Department (NYPD) and
(b) a framework for future research in OL. The NYPD case is analyzed using two of the four alternative definitions of OL that are highlighted here. One is sharply focused on bottom line results.
A 50-year perspective on change, actual reform, and successful resistance to earlier reform efforts at NYPD is analyzed to demonstrate a multi-level model of organizational learning and other forms of org change
(a) a multifaceted case study of the New York City Police Department (NYPD) and
(b) a framework for future research in OL. The NYPD case is analyzed using two of the four alternative definitions of OL that are highlighted here. One is sharply focused on bottom line results.
A 50-year perspective on change, actual reform, and successful resistance to earlier reform efforts at NYPD is analyzed to demonstrate a multi-level model of organizational learning and other forms of org change