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<br />Jfl?5n <br /> <br />i5d <br /> <br />\\' C~3ji-: L~nc: {y:,C~ ~. <br /> <br />Table 1. SIX basic ways uf vlev\.'Ing 2nd lhlnking about organiza:lons (modjjied from Argyris and Schon 1978) <br /> <br />Conventional d("~rip(iorl~ <br />(('Xamp]t"~) <br /> <br />I. "'They are a tight Lnll <br />grou p <br />2. "The)' couldn't get the <br />job done if thc\ <br />,,"anlen '" <br />3 "This progr.Jm IS ~o <br />lOp he.3.\")" they can'l gCI <br />am1hing dOllc.'" <br />-l "This progr..ml i5 5(> <br />complex ir"s nOl de;1I <br />what's. goin~ 0Il." <br />5. 'Th~ guys aU act we <br />same wa~'''' <br /> <br />Ho'.... to Icam about <br /> <br />OrganlZ...Juon as J" <br /> <br />Cruup: collectIon of persons who inlt"rJCI on a regular basis and show a <br />M:n~ 01 culkw\"l: identll). <br /> <br />Arml: illSlrumC:-:nL for (he achil"vemerll of 50ClaJ purJX>5t'~. <br /> <br />Social ps}'cholog: <br /> <br />Managemem <br />lheon <br /> <br />Sociolog'" and <br />bureaucrauc <br />theOJ;: <br />C\ bernellc and <br />mformalion <br />lhron <br />AnthropoJog.Gl.1 <br />throJ') <br /> <br />Smulurr: ordered amy of roJc-lx:))..e~ (onnened b~' lines thai represcnt <br />fln.....s 01 mform.uion. work, and alHhoril~. <br /> <br />S.,I/r'1I/' sdl.rq.:-ulat..ing cnulY. as complex 111<1' mainl,un ccrta.1Il essellt..ial <br />CUHslqcncies through cycles of action. error dClt"clIon. :lIld C'TTOI <br />correction <br /> <br />Cu1JlJ.r~: small society in which people create for themselves shared <br />m~ings. symbob. rituals., iUld cogniti\'e schemes thiU allo", them 10 <br />creale and maintain meaningful inter.lC1ions among- themselves and in <br />H.:J,llJUIl [() the \..orld beyond their small SOClcty. <br />Pol'/I{.5: political s\'slems for governance and for an interpla\' of <br />conlending IIllereSL\ anr! as~oci:.;lled po\\'t"r.s. <br /> <br />6 'They're really <br />poliucal." <br /> <br />Political lheo~ <br /> <br />quesuon conclude that bu rt"aucr3cies seldom lea rn. <br />and when Lhey do, it is only incremenLaI learning. <br />Agencies must seek messages from [heir environ- <br />men! lO identify possihle errors in Lhelr premises .:lnn <br />progyams (Dery J984). \-\'hf.'lher this information Gl.1l <br />L-c I:loldt~: I:Jt0 u:::.....llJi d.:ll.:1 ,ery mudl dq..'t.nd:::. f..IJ. Utl' <br />premises 01 the recipient (Bett5 1978). The relevance <br />of daLa: il5 accuracy. timing. quantiry. and quality; and <br />it5 stor.lge. lransmissiun. processing. and recipienl", <br />are all determined by the premi~e~ iJnd strucrure of <br />we agency. The repl<lccmenl of L.HIIl~' bureauu;ltic <br />premises is an extremely difficult L1sk. <br /> <br />Conclusions <br /> <br />EHecting Bureaucratic Change <br /> <br />Change is necessary to imprU\'e perfonn<Jnce in <br />species recovery. There are three targe15 In ag("nc)" <br />change: individuals. groups. and structure (Kau and <br />Kahn 1978). Changing individual people br giving <br />them ne..... information. Lrainmg programs. counseling. <br />and ps}"chOlherap~' ha\'e ,:11 proven \'ef1' limiled as <br />methods of organi'zational change. Changing groups <br />(e.g., ,"'orlers. managers) assumes Lhat peer groups <br />can be instrumental in organizational change. Modest <br />success has been achie,'ed at this le,'el using ad hoc <br />peer groups. organizational groups of "families:' and <br />sensiti\'ity training groups, combined with sune)' <br />r~{"dba<:ks. eXlemi\'f~ cOlJmr-ling. and cO(lching-. Rl1t di- <br /> <br />I <br />lool for enduring systemic change (Kau and Kahn <br /> <br />197B). The r;Jrgct v:Jriahles are: (I) the ;lIIthonlY StrUC- <br />(lire, or the distribution of power and parucipation in <br />deciSion ma).;jng: (2) the re\\'ard and/or incentive <br />strUCture; and (3) the division of labor. or job enlarge- <br />nH"nt and enrichment. <br />~(;\"(':1 pl.I'l'J};t..lul ('I.1I~gC in puLi,,: b!.Jlc:w,,::._(-;:'s <br />have been proFXJsed by Wilrv.'ick. (1975). Firsl. debu- <br />rea ucr.atiza t.iOIl should begin within the agency. <br />Second. employees must understand that agency hier- <br />archy and rule!' are problems for them!'e1ves as \\'ell as <br />other!<.; then and only t.!1~.~ _.will commitmem for <br />change be mane. Thi'rd, all significant imernal constit- <br />uencies mUSl be involved in order [0 fosler a sense of <br />the problem. Fourth. thi, should be followed b" a <br />careful, collective diagnosi~ of the problem. F:ift.h, <br />oroad-based discussion should folio\\' diagnosis and <br />focus on concrete alternatives for change. Sixth. sup- <br />pan for debureaucratiza[ion should be sought in key <br />com rollers. aJlies. and const.iluencies external 10 lhe <br />agency. And seventh, a strong coordinating body. in- <br />cluding at least [\\'0 senior apFXJimees as '....ell as repre- <br />sentatives of other key groups in the organization (~ec. <br />retarial and derica] staff. professionals. ere.) should be <br />apJX'inled. This approach has yet [0 be tried in endan- <br />gered species recovery 10 try 10 increase agency per- <br />formance. <br />Because of the small scale of required change rela- <br />tive 10 Lhe gTeat expected gains for endangered species <br />r('C(w('n'. {h~ "enormous inertia of ~tablished SLnlC- <br /> <br />!.". <br /> <br />arch}' and rules JUSt might be overcome" (\Van\1.d:. <br />