Organizational Culture Change And Innovation

772 WordsMay 26, 20164 Pages
The Idea in Brief: This memo illuminates evidence-based practices leveraging worker engagement, as a driver of organizational culture change and innovation in a large work force. I am proposing a strategic paradigm for bolstering internal communication and mobilizing a 1% cadre of frontline workers as change agents. T.E.A.M. S.T.A.R.S. is comprised of 9 facets: Team Psychological Safety, Embracing Mistakes, Autonomy & Accountability, Making & Managing Goals, Shared Vision & Identity, Team Sharing (via Enacted Capabilities), Assessments, Reflection, and Social Support Structures. Each of these components serves four interdependent, and complementary features of large organizations with superior reputations’ for worker engagement, internal communication, organizational innovation, and customer service: Organizational Learning, Information Analytics + Management, Operational Agency, and Organizational Trust. Rational: My suggestions may hardly seem new to NYCHH leadership, which is a good thing, as it reflects on the efficacy of the information (tried–and–true), while indicating that NYCHH leaders know what must be done. Nevertheless, they still have to surmount major operationalization challenges; in short, how it must be done. This is a common problem in all sectors, including those that steward evidence-based knowledge. This issue is central element of my work, interest, and scholarship: Praxis, the challenges in adeptly translating theoretical, analytical, and evidential
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