{"title":"持续改进的神话","authors":"Michael Bolton, J. Heap","doi":"10.1108/00438020210441867","DOIUrl":null,"url":null,"abstract":"Suggests that “continuous improvement” is an unworkable approach to organisational transformation; that discontinuity is essential to ensure that gains are consolidated and locked in to baseline performance. Describes a particular organisational transformation methodology – the UPLIFT programme – used to investigate, assess and prepare for “organisational futures” and uses it to demonstrate this need for discontinuity.","PeriodicalId":340241,"journal":{"name":"Work Study","volume":"37 2 1","pages":"0"},"PeriodicalIF":0.0000,"publicationDate":"2002-11-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":"17","resultStr":"{\"title\":\"The myth of continuous improvement\",\"authors\":\"Michael Bolton, J. Heap\",\"doi\":\"10.1108/00438020210441867\",\"DOIUrl\":null,\"url\":null,\"abstract\":\"Suggests that “continuous improvement” is an unworkable approach to organisational transformation; that discontinuity is essential to ensure that gains are consolidated and locked in to baseline performance. Describes a particular organisational transformation methodology – the UPLIFT programme – used to investigate, assess and prepare for “organisational futures” and uses it to demonstrate this need for discontinuity.\",\"PeriodicalId\":340241,\"journal\":{\"name\":\"Work Study\",\"volume\":\"37 2 1\",\"pages\":\"0\"},\"PeriodicalIF\":0.0000,\"publicationDate\":\"2002-11-01\",\"publicationTypes\":\"Journal Article\",\"fieldsOfStudy\":null,\"isOpenAccess\":false,\"openAccessPdf\":\"\",\"citationCount\":\"17\",\"resultStr\":null,\"platform\":\"Semanticscholar\",\"paperid\":null,\"PeriodicalName\":\"Work Study\",\"FirstCategoryId\":\"1085\",\"ListUrlMain\":\"https://doi.org/10.1108/00438020210441867\",\"RegionNum\":0,\"RegionCategory\":null,\"ArticlePicture\":[],\"TitleCN\":null,\"AbstractTextCN\":null,\"PMCID\":null,\"EPubDate\":\"\",\"PubModel\":\"\",\"JCR\":\"\",\"JCRName\":\"\",\"Score\":null,\"Total\":0}","platform":"Semanticscholar","paperid":null,"PeriodicalName":"Work Study","FirstCategoryId":"1085","ListUrlMain":"https://doi.org/10.1108/00438020210441867","RegionNum":0,"RegionCategory":null,"ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":null,"EPubDate":"","PubModel":"","JCR":"","JCRName":"","Score":null,"Total":0}
Suggests that “continuous improvement” is an unworkable approach to organisational transformation; that discontinuity is essential to ensure that gains are consolidated and locked in to baseline performance. Describes a particular organisational transformation methodology – the UPLIFT programme – used to investigate, assess and prepare for “organisational futures” and uses it to demonstrate this need for discontinuity.