Barry Clemson

Development of high performance organizational learning units

Establishes our perspective for shared organizational learning processes, cycles, and systems. These learning phenomena are usually tacit, i.e. the organization is only dimly aware of them. These tacit phenomena drive both decision and action and, because they are tacit, they are self‐organizing and are normally not analysed. In order to develop effective learning systems, the organization must explicitly articulate and design these learning processes, cycles, and systems. The “learning unit” is introduced as the essential element where learning development must focus for improved organizational performance. Begins to develop the implications of this perspective for organization theory, organizational practice, and the art of management. Organizational learning can drive organizational transformation if these phenomena are properly planned, designed, and facilitated.

Reflective inquiry: a method for organizational learning

Explains a process the authors have enacted several times for facilitating organizational self‐reflection, which they call “reflective inquiry”. Shows how the process is based on the authors’ current understanding of the concept referred to as organizational learning. Finally, advocates future participatory action research whereby organizational learning theory is tested and modified through the design, enactment and observation of further processes; these processes, in turn, should be designed based on current understandings of organizational learning.

Implement TQM and CIM together

Even though computer integrated manufacturing (CIM) and total quality management (TQM) are treated as two different manufacturing techniques and usually are implemented separately, they are similar in strategy and complement each other in various ways. The similarities lend themselves to a new strategy for implementing CIM and TQM simultaneously, which requires only slightly more effort than either alone, enhances the probability of success for both, and provides all the benefits claimed for each of them. Implementing TQM and CIM together is a strategy for catching those global competitors with a long headstart in implementing quality management.<<ETX>>

Total Quality Management and Comprehensive Change

ABSTRACTTotal quality management (TQM) does not address all of the issues involved in achieving excellence. A number of other methods (for example, interactive planning, viable systems model, socio-technical systems, system dynamics, and organizational learning) effectively address other issues. These other methods are compatible with TQM and can be used to complement a TQM implementation project. Some of these methods can actually make the TQM implementation process easier. Guidelines for implementing other methods with TQM are suggested.

The VSM ToolBox: Software for the Viable System Model

Learning and using the viable system model (VSM) are both facilitated by good software. This paper reports on software developed to support expert users in storing, managing, and retrieving the data associated with large-scale VSM studies. The software also seems to help novice users in learning to apply the VSM. To stereotype the software somewhat, it is a graphics-interface dbms for the various diagrams associated with VSM, for instance, the diagrams in Stafford BeersDiagnosing the System for Organizations (Wiley, Chichester, 1984).

TQM and CIM Can Work Together

ABSTRACTMultiple simultaneous change initiatives are, in general, more difficult to successfully implement than are individual change initiatives. Multiple initiatives, at a minimum, compete for scarce attention, time, and resources and often actually have conflicting objectives or employee behavior requirements. However, CIM and TQM complement each other and are best implemented together. Companies that currently lag behind their competitors in quality and CIM can implement both at the same time as a catch-up strategy.

Which Way to Rome?: Choosing a Path for Change

ABSTRACTAt least 12 distinctively different and widely successful approaches or methods exist for making large-scale corporate change. Each method emphasizes different aspects of the organization and neglects others. For any given business situation, probably several of these approaches can be successfully used, but each will take the business in a somewhat different direction. Selecting a change method should take into account 1) fundamental corporate needs and problems and 2) corporate identity and vision. Some of the change methods can be used as umbrella methods that, with support from other methods, can address a wide range of needs and opportunities.

A parable of two princes: An effective approach to national development

The paper compares two opposite strategies for national development: (1) initially optimum policies in the absence of a strong feedback system and (2) initially poor policies with a strong feedback system. The strong feedback system is essentially a “real-time” information system designed to support national development. A number of principles or guidelines for implementing such a real-time information system are presented. The entire approach is based upon the viable system model of Stafford Beer.

Total quality management and comprehensive change

Total quality management (TQM) does not address all of the issues involved in achieving excellence. A number of other methods (e.g., interactive planning, the viable systems model, socio-technical systems, system dynamics, and organizational learning) effectively address these other issues. These methods are compatible with TQM and can be used to complement a TQM implementation project. Some of these methods can actually make the TQM implementation process easier. Guidelines for implementing other methods with TQM are suggested.<<ETX>>