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Self-Designing Organizations:
Learning How to Create High Performance

Susan Albers Mohrman and Thomas G. Cummings,
both of The Graduate School of Business - University of Southern California

1989 0-201-14603-7 150 pp. Softcover

Published by Addison-Wesley Publishing Company

In this time of global competition and increasingly scarce resources, American organizations must evolve strategies for achieving higher levels of performance. Successful organizations must articulate a strategy, clarify performance goals, and design and implement specific organizational changes necessary to enact that strategy. Self-Designing Organizations: Learning How to Create High Performance looks beyond the traditional approaches to organizational transitions by providing developing organizations with a strategy for changing themselves-for designing themselves in an ongoing way. This strategy assumes that change is a learning process, and that during this process, the targeted change is continually refined as organizational members learn how to function more effectively and respond more efficiently to dynamic conditions in the environment.

Contents

• Introduction
• Newtel Corporation: Self Design in Action
• Concept of Self Design
• Acquiring Knowledge
• Valuing
• Diagnosing
• Approaches to Designing
• Guidelines for Designing
• The Need for the Action-Learning Process
• The Action Learning Cycle
• Levels of Action Learning
• Guidelines for Implementing the Design
• Guidelines for Assessing the Design
• Structures, Norms, and Resources for Self Design
• Applications for Self Design
• Applications for Large-Scale Change
• Concluding Comments

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