رییغت تیریدم...4- team interpersonal relationships in times of change, individual stress...
TRANSCRIPT
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لیدکتر نادر سیدکال: ارائه
مدیریت تغییر
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تغییر فردی-1
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تغییرات سریع در جهان امروز•ناورینقش ف–سیکلی بودن یا خطی بودن تاریخ •
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:پرسش ها
چرا تغییر اتفاق می افتد؟•تغییر چگونه اتفاق می افتد؟•ع شویم؟چطور از تغییر استقبال کنیم و از آن منتف•
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All appears to change when we
change.
Henri Amiel
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:یادگیری و فرآیند تغییر
Learning: the process of acquiring
knowledge through experience which
leads to a change in behavior.
Buchanan and Huczynski (1985)
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یادجدیدیچیزاستقراریاتغییرفرآینددرUnlearnراقدیمیچیزیاستقراریابگیرید
.کنید
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خودروی نو و رانندگی
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The Learning Dip
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Learningآثارچطور dipبرسانیمحداقلبهرا:
کاهش سطح انتظارات در دوره تغییر•حمایت و پشتیبانی از پرسنل•یادآوری موقتی بودن افت در مقابل باور شکست•تقدیر و تحسین رشد در دوره بازگشت عملکرد•
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:گشتالتفرآیند یادگیری از منظر روانشناسی
Gestalt= Form, Shape
A theory of mind (Berlin School of
Experimental Psychology)
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:گشتالتفرآیند یادگیری از منظر روانشناسی
Kurt Koffka: The whole is other than the sumof the parts
شتالتگروانشناسی،(پاسخومحرک)رفتاریرویکردبرخالف.کندمیبحثشناختیفرآیندهایسازماندرخصوص
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:مثال
کالسازبیرونمنظرهازفرددرک•
BackgroundوForegroundدرراچیزهاطورکلیبهافراد.دهندمیقرار(Consciousness)شانخودآگاهی
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رانندگیمثال
یدن فرآیند یادگیری و رساهبه شایستگی ناخودآگ
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:Kolbحلقه یادگیری
David Kolb (1984)
تجربییادگیریمدل
میادیکردنفکرودادنانجامطریقازافرادمدل،اینبراساس.گیرند
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:Kolbحلقه یادگیری
:یادگیریتعریف.انجامدمیتاررفدرتغییربهکهایتجربهطریقازدانشکسبفرآیند
ربهتجمورددرسپسدهد،انجامراکاریواقعاًبایدفردکلب،دیدگاهازتغییرراتارشرفکهکندریزیبرنامهآنگاهوبگیردنتایجیکند،تأملخودش
.ودشطیمراحلاینهمهکهشودمیمحققزمانیفقطواقعییادگیری.دهد
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:Kolbحلقه یادگیری
:نوعندچهارهاآدمکلبدیدگاهبراساس
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:بحث
شما چطور یاد می گیرید؟(مطالعه موردی)
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:دیدگاه رفتاری به تغییر-1
خواهدبکسیکهاستزمانیخصوصبهتئوریاینکاربرد.دهدتغییررادیگریفردرفتار
ورآیندهافتغییرنههاستآدمتغییربرتمرکزدیدگاهایندر.سازمانیساختارهای
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:چهره ها
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شرطی شدن کالسیک
سگوغذاماجرایرفتارتوانمی(Punishment)تنبیهو(Reward)پاداشبا*
.دادتغییررادیگران
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Positive Reinforcement
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Positive Reinforcement:
مییتتقوبنابراینشودمیهمراهپاداشبامطلوبرفتار.شود
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Negative Addition
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Negative Addition:
میضعیفتبنابراینشودمیهمراهتنبیهبانامطلوبرفتار.شود
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Positive Subtraction
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Positive Subtraction:
بودشدهاههمرخوبرفتاریکباقبالًکه(محرکی)تنبیهی.شودمیتقویترفتاربنابراینشودمیحذف
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Negative Subtraction
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Negative Subtraction:
بودشدههمراهبدرفتاریکباقبالًکه(محرکی)تشویقی.شودمیتضعیفبدرفتاربنابراینشود،میحذف
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:استراتژی های تقویت
:مالیتقویت
مربوطشعملکردبهدقیقهایشاخصباراپرسنلدریافتیاگر...وگرنهشدخواهدبهترعملکردکنید
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:استراتژی های تقویت
:(بازخور)غیرمالیتقویت
.بودخواهدربیشتآنتأثیرباشدترویژهوتردقیقبازخورهرچه
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:استراتژی های تقویت
:اجتماعیتقویت
جامعهدرشاخصافرادبهتوجهوتقدیرتحسین،
.اندساختهراهاامروزیرفتارهاقدیمی
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:انگیزه و رفتار
تادکردنمیعملشدنشرطیتئوریبراساسمدیران60دههتا.گرفتقراربحثموردهاAnomalyتدریجبهکهاین
نتیجه؟
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:انگیزه و رفتار
گرگورمگداگالسYوXتئوری
براساس،شدنشرطیتئوریبهتوجهضمنکهمدیرانی:یافتهتریباالعملکردازکهدارندکارکنانیکنندمیعملYتئوری.برخوردارندیXمدیرانکارکنانبهنسبت
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:انگیزه و رفتار
هرزبرگفردریک
تاختبرانگیراکارکنانشودمیچطوربداندخواستمیهماو.باشندداشتهخوبیعملکرد
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:انگیزه و رفتار
محرومیتودردازدوریبهگرایش:بهداشتیعوامل
توسعهویادگیریبهگرایش:انگیزانندهعوامل
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:انگیزه و رفتار
نبود.زاندانگینمیبرراکارکنانبهداشتیعواملوجود:یافتهواملعوجود.کندمیانگیزهبیراکارکنانبهداشتیعوامل
.انگیزاندمیبرراکارکنانانگیزاننده
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:دیدگاه رفتاری به تغییر
وقتی.انگیزیدبر(شدنشرطی)تنبیهوتشویقباراافراد:نتیجهداشتهتوجهیهمYتئوریبهکنیدمیتنبیهیاتشویقراهاآن
.باشید
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:بحث
رفتارتغییربرایمامدیرانند؟کنمیعملچطورکارکنانشان
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:دیدگاه شناختی به تغییر
.بوداریرفترویکردازدلزدگیبهواکنشیشناختیرهیافت
رفتارگرایانتوجهشناختیروانشناسانتوجه
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:فرضیه نظریه شناختی
افرادهایواکنش.ماستفکرطرزازناشیمامسائلواحساساتورتصبهراهاموقعیتکهاستفعلیصورتبهدلیلاینبه
فکریشانهایفرآیندباشندقادرافراداگر.کنندمیارزیابیفعلی.استیرتغیقابلنیزمحیطبههاآنهایواکنشدهند،تغییررا
Cognitiveهایروش Behavioral Therapy:Albert Ellis- Rational Emotive Therapy (1977)
Aaron Beck-Cognitive Therapy (1970)
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CognitiveدهندهتوسعهکهBeckمثالً Therapyاعتقادبود:کهداشت
شیرووراهوسیلهبهزیادیحددرافرادرفتارهایواحساسات»کهروشیینبنابرا.شودمیتعیینکندمیتفسیرراجهانویکه
طورچهاآنکهاستاینکنندهتعیینکنندمیفکرافراد«.دهندمینشانواکنشچطوروکنندمیاحساس
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Belief System Theoryنظریه
Rokeachمیالدی70و60هایدههدر
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Belief System Theoryنظریه
Individual’s self-concept and values
Beliefs Attitudes Feelings
Behaviors Results
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Values: broad preferences concerning appropriatecourses of actions or outcomes
انسانیامتکرحفظواحترامبابشرنوعهمهبابایدوبرابرندهاانسان.کردرفتارشان
Attitudes: predispositions to respond in positive ornegative way to someone or something in one’senvironment
.ندارمدوستراچیزفالنمن
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Beliefs: Represent ideas about someone or
something and the conclusion draw about them.
.استمسئولیتفاقدمنشغل
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اختیارآندرچون(Attitude)ندارمدوستراشغلممن.(Belief)ندارمگیریتصمیم
وظایفهحیطدرباشند،کهسازمانیمرتبههردربایدکارکنان)((Value)باشندبرخوردارگیریتصمیمدراستقاللازخود
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Belief System Theoryنتایج نظریه
کنند؟تغییرتوانندمیچگونهافراد-
هاحرکماینبهنسبتشماپاسخوخارجیهایمحرکموضوعبهایعالقهشناختیرهیافت-دارند،ودشانخبرایهاییبرنامهچهافرادکهاستاینبهمعطوفبیشترتوجهشمقابلدر.ندارد
.دهندیمانجامکارهاییچههاآنبهرسیدنبرایوکنندپیدادستچیزهاییچهبهخواهندمی
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پرسش های اصلی برای تغییر
•Self conceptهاارزشوهانگرشوباورها•احساسات•رفتار•نتایج•
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هدفگذاری در رهیافت شناختی
.تاسبیشترآنبهدستیابیاحتمالباشدترروشنهدفچههر•
Richardپژوهش• Bradler & John Grinder (1979)
؟کنندگانابداعWellnessوموفقکاوانروان
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فهم نتایج کارهایمان
(2فرد،1فرد)موفقیت(2فرد،1فرد)شکست
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:بحث
.یافتیدندستمدنظرتانهدفبهکهبیاوریدخاطربهرازمانیچطور؟بودچهتانمحدودکنندهباورگفتید؟چهخودتانبه
فکردیگریرجواگرکنید؟فکردیگریگونهبهتوانستیدمیبگیرید؟توانستیدمینتایجیچهبودیدکرده
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تکنیک های تغییر
مثبتفهرست•
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تکنیک های تغییر
تأییدات•
I am always enthusiastic when it comes to
work.
Personal, present, positive attribute, potent
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تکنیک های تغییر
تصویرسازی•
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تکنیک های تغییر
بندیبازصورت•
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تکنیک های تغییر
الگوشکنی•
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تکنیک های تغییر
شدنجدا•
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تکنیک های تغییر
اندازیلنگر•
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تکنیک های تغییر
منطقیتحلیل•
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یافته های جدید
Neuroscienceمدیریتو
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یافته های جدید
(1968)میشلوالترتوسطMarshmallowآزمایش
شد؟خواهدترموفقکسیچه
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خودکنترلی
مؤثرمغزینواحیوخودکنترلیقابلیت•
...وغیرغالبدستبکشیم؟دستبدعادتیکازچطور
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خودکنترلی
هایبهجنهمهرویطغیانگریبرخالفخودکنترلیتقویت•.گذاشتخواهدتأثیرزندگی
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خودکنترلی
کنندهمصرفرفتاروخودکنترلی•
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نتیجه
شدهکیمترفتاریرهیافتهایپایهبرشناختیرهیافتاستردهکمتصلباورهابهرارفتارکهتفاوتاینبااست
.داردنتایجبرهمبیشتریتأکیدو
گریمربیدرگستردهطوربهشناختیرهیافتازامروزه.شودمیگرفتهبهره
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:بحث
(ناختیشدیدگاه)داد؟خواهیدتغییرراخودتانچطوربعدبهامروزاز
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:به تغییر( پویایی روانی)دیدگاه سایکودینامیک
Kubler-Ross)راسکوبلرمدل Model)
-On Death and Dying (1969)
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:به تغییر( پویایی روانی)دیدگاه سایکودینامیک
فرآیند تغییر و انطباق
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(Adams, Hayes and Hopson, 1976)منحنی تغییر
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Virginia)ستیرویرجینیامدل Satir Model)
Satir’s Model
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Critical points in the change processGerald Weinberg (1997)
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نتیجه
تاکندمیکمکمدیرانبهسایکودینامیکدیدگاهییرتغمعرضدرکهزمانیراکارکنانشاندرونیحاالت
.کننددرکبهترگیرندمیقرارفرودهایوفرازهاانسانهمهدیدگاهاینبراساساین.کرددخواهنتجربهتغییردورهدررایکسانیکمابیش
.استبودنانسانازبخشی
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:بحث.وریدبیاخاطربهرااستدادهرخسازمانتاندراخیراًکهتغییراتیازیکی.یدکننگاشتواینبرگوستیرمدلبرراتغییرفرآیندکنیدسعی
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:به تغییردیدگاه انسانی
نیازهامراتبسلسلهومازلو
ت،شجاعمعنا،مسئولیت،واال،هایارزشرشد،خالقیت،عشق،شدنوبودن
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نیازهامراتبسلسلهومازلو
روانیهایبیماریعالئمبهپیشینروانشناسانبرخالفمازلوونهچگهاانساندریابدکهبودآندرپیبلکهنداشتتوجه
میتشفقشوند،میانگیختهدرونازدهند،مینشانخالقیت.کنندمیتجربهتمامیبهرازندگیوکنند
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نیازهامراتبسلسلهومازلو
.رفتندگپیشدرراشاگردانشوفرویدمخالفرویکردیگراهاانسان
Our prime aim is to enable the person to get in touch
with their real self’ (Rowan, 1983).
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(نیازهامراتبسلسله)مازلوانگیزهنظریه
Maslow’s hierarchy of needs
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نیازهامراتبسلسلهومازلو
ومعنیدرونی،اشباعاحساسصلح،فهم،دانش،شاملعالینیازهای.هستندزیبایی
But the need for beauty is neither higher nor lower
than the other needs at the top of the pyramid. Self
actualization needs aren’t hierarchically ordered
(Griffin, 1991).
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:به تغییردیدگاه انسانی
(فردیرشدمسیر)راجرز
Client-centred approach
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:به تغییردیدگاه انسانی
(فردیرشدمسیر)راجرز
:مشاورانبرایاساسیشرطسه1- Genuineness and congruence
2- Unconditional positive regard
3- Empathic understanding
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:به تغییردیدگاه انسانی
:راجرزدیدگاهازتغییرمرحلههفت
اولمرحله.1دیگرانباخودشمورددرکردنصحبتبهتمایلعدم•تغییربهتمایلعدم•مشکالتواحساساتازمشخصیدرکنداشتن•
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:به تغییردیدگاه انسانی
:راجرزدیدگاهازتغییرمرحلههفت
دوممرحله.1خودابرازآغاز•خارجیعاملیعنوانبهمشکالتدرک•نگریگذشته•فردیمسئولیتپذیرشعدم•
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:به تغییردیدگاه انسانی
:راجرزدیدگاهازتغییرمرحلههفت
سوممرحله.1ابژهعنوانبهخوددرموردمحدودگفتگوی•احساساتمحدودابراز•آنهامورددرمنفیقضاوتواحساساتپذیرشعدم•
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:به تغییردیدگاه انسانی
:راجرزدیدگاهازتغییرمرحلههفت
چهارممرحله.1گذشتهازشدیدتراحساسات•محدودصورتبهکنونیاحساساتابراز•احساساتمحدودپذیرش•فردیمسئولیتمحدودپذیرش•
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:به تغییردیدگاه انسانی
:راجرزدیدگاهازتغییرمرحلههفت
پنجممرحله.1کنونیاحساساتآزادانهابراز•خوداحساساتازشگفتیوتعجب•فردیپذیریمسئولیتافزایش•تناقضاتباشدنمواجه•
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:به تغییردیدگاه انسانی
:راجرزدیدگاهازتغییرمرحلههفت
ششممرحله.1مبهمیاشدهپنهانشدیداًاحساساتازبخشیشدنآزاد•احساساتازایمجموعهعنوانبهخوددرک•جهانبهدیدگاهتغییروگاردشکستن•
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:به تغییردیدگاه انسانی
:راجرزدیدگاهازتغییرمرحلههفت
هفتممرحله.1اکنوندرجدیداحساساتپذیرشوکردنتجربه•خودکاملدرک•(ترکمانجمادبا)خودبازسازی•فردیپذیریمسئولیتوانتخابحقنیرومنداحساس•
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نتیجه
تاکندتالشبایدفردانسانی،رهیافتهایآموزهبراساسازدرستدرکیوبشناسدخوبیبهراخوداحساساتکهاستحالتایندرتنها.کندپیدانیزدیگراناحساسات
ودبهبرادیگرانوخودیادگیریبودخواهدقادرفرد.بخشد
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نتیجه
تغییرهبانسانیدیدگاهدرشدهمطرحهایبحثازبسیاری.است(1998)گلمندنیلهیجانیهوشتئورییادآور
ازکههستندافرادیموفقمدیرانگلمنتئوریبراساسانندتومیوبرخوردارندبیشتریاحساسیخودآگاهی
دخواحساساتوکننددرکخوبرادیگراناحساسات.دهندنشانخوبیبهرا
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...و
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تغییر تیمی-2
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:مقدمه
گروهوتیمتفاوتهاتیمانواع
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پروژهتیم
Project Manager
Project Sponsor
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ماتریسیتیم
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مجازیتیم
راهمندرتبهیاکنندنمیمالقاترایکدیگرحضوریصورتبهاصالًیامجازیهایتیم.کنندمیمالقات
Townsend et al (1998) defined virtual teams as ‘groups ofgeographically and/or organizationally dispersed co-workers that areassembled using a combination of telecommunications andinformation technologies to accomplish an organizational task.
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مجازیهایتیمدرتغییر
Change creates an increased need for communication, clear
goals, defined roles and responsibilities, and support and
recognition processes.
یکدیگرابحضوریطوربهکهاستهاییتیمازدشوارترمجازیهایتیمدرتغییر.کنندمیکار
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Rollin and Christine Glaser (1992) have identified
five elements that contribute to the level of a team’s
effectiveness or ineffectiveness over time.
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1. team mission, planning and goal setting;
2. team roles;
3. team operating processes;
4. team interpersonal relationships; and
5. inter-team relations.
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1- Team mission, planning and goal setting;
Clarity of objectives together with a common
understanding and agreement of these was
seen to be key.
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a 16 percent average improvement is
reported in effectiveness for teams that use
goal setting as an integral part of team
activities.
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2- Team Roles
When change happens – within, to or by the
team – clarity about role has two useful
functions. It provides a clear sense of purpose
and it provides a supportive framework for
task accomplishment.
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3- Team operating processes
Typical areas that a team need actively to
address by discussing and agreeing …
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• frequency, timing and agenda of meetings;
• problem-solving and decision-making methodologies;
• groundrules;
• procedures for dealing with conflict when it occurs;
• reward mechanisms for individuals contributing to team
goals;
• type and style of review process.
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4- Team interpersonal relationships
In times of change, individual stress levels rise and there is
a tendency to focus more on the task than the people
processes. High levels of trust within a team are the bedrock
for coping with conflict.
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5- Inter-team relations
It is also because the environment is changing
faster and is more complex, so keeping in
touch with information outside of your own
team is a basic survival strategy.
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Tuckman’s model of team
change
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1- Forming
Attempt at establishing primary purpose,
structure, roles, leader, task and process
relationships, and boundaries of the team
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2- Storming
Dealing with arising conflicts surrounding
key questions from forming stage
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3- Norming
Settling down of team dynamic and stepping
into team norms and agreed ways of working
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4- Performing
Team is now ready and enabled to focus
primarily on its task while attending to
individual and team maintenance needs