「釋義」

組織慣例是指多人參與的為了完成特定工作任務(wù)的互動模式。在戰(zhàn)略管理研究中，組織慣例常被作為組織能力和動態(tài)能力的微觀基礎(chǔ)。

學(xué)者認(rèn)為組織慣例既是穩(wěn)定的來源，也是組織變革的動力。

「應(yīng)用場景」

成功的組織都有成熟的慣例流程。任務(wù)有大有小，大到收購競爭對手公司，小到填寫考勤表，但如果仔細(xì)觀察，這些任務(wù)都能找到相對固定的處理流程。在比較穩(wěn)定的時期，這類慣例往往被視為理所當(dāng)然。不過倘若公司面臨的狀況高度不確定，或者需要在危機(jī)中迅速行動，日常慣例就可能會分崩離析。組織努力一邊運(yùn)營一邊調(diào)整，成果不一定盡如人意。在下次危機(jī)來襲之前，最好投入時間對目前由多個基本環(huán)節(jié)組成的流程進(jìn)行全面思考，并嘗試備用方案。

Successful organizations all have well-established?routines for?getting things done. The task may be as lofty as acquiring a competitor or as prosaic as filling out a time sheet, but if you look closely, you’ll find a reliable process to guide you through it. These routines are often taken for granted in stable periods. However, they tend to break down when a company faces high levels of uncertainty or needs to move quickly in a crisis. Organizations scramble to make adjustments on the fly—with varying degrees of success. Before the next crisis hits, it’s wise to spend time thinking systematically about the granular nuts-and-bolts processes you use—and to experiment with alternatives.

研究者發(fā)現(xiàn)，完成任務(wù)的方式有三大類。這方面的研究成果可以幫助管理者更有效地應(yīng)對多變的環(huán)境。第一類就是前文所說的組織慣例，在工作內(nèi)容可以預(yù)測時很有效。第二類是簡單的規(guī)則，或者叫歸納法，在可預(yù)測性較低的情況下確定一些簡單的原則協(xié)助加速決策流程，優(yōu)化資源利用。第三類是即興發(fā)揮，隨機(jī)應(yīng)變、發(fā)揮創(chuàng)意應(yīng)對某個機(jī)遇或問題（例如工廠的自動化生產(chǎn)線突然停工，團(tuán)隊(duì)設(shè)法進(jìn)行手動生產(chǎn)）。

Researchers have identified three broad approaches to getting work done, and what they’ve learned can help managers respond more effectively to highly changeable environments. The first approach is the one we’ve just described:?organizational routines,?which are efficient when work is predictable. The second approach is?simple rules,?or?heuristics—rules of thumb that help you speed up processes and decision-making and prioritize the use of resources in less-predictable contexts. And the third is?improvisation—spontaneous, creative efforts to address an opportunity or a problem (for example, when a team figures out how to do manual production because a factory’s automated line has suddenly broken down).

以上文字選自《哈佛商業(yè)評論》中文版2020年11月刊《構(gòu)建組織適應(yīng)力》

費(fèi)爾南多·蘇亞雷斯（Fernando F. Suarez）胡安·蒙特斯（Juan S. Montes）丨文

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