Evidence-based interactive management of change

Christian Stary ,Albert Fleischmann

doi:10.34105/j.kmel.2011.03.015

Abstract

Evidence-based interactive management of change means hands-on experience of modified work processes, given evidence of change. For this kind of pro-active organizational development support we use an organisational process memory and a communication-based representation technique for role-specific and task-oriented process execution. Both are effective means for organizations becoming agile through interactively modelling the business at the process level and re-constructing or re-arranging process representations according to various needs. The tool allows experiencing role-specific workflows, as the communication-based refinement of work models allows for executable process specifications. When presenting the interactive processes to individuals involved in the business processes, changes can be explored interactively in a context-sensitive way before re-implementing business processes and information systems. The tool is based on a service-oriented architecture and a flexible representation scheme comprising the exchange of message between actors, business objects and actors (roles). The interactive execution of workflows does not only enable the individual reorganization of work but also changes at the level of the entire organization due to the represented interactions.

Highlights

The competitiveness of enterprises is mainly driven by their capability to implementing process-driven information systems
In our conclusion we summarize the objectives of our work, the presented achievements, and sketch our future research
In the following we describe how organizational learning processes occur and how they can be supported with business processes and business process modelling which is a technique for representing business processes encompassing structural and behavioural aspects

Summary

Introduction

The competitiveness of enterprises is mainly driven by their capability to implementing process-driven information systems. Effects of that shift are of economical (costs), social (conflicts, negotiations), and organizational scale (iterations, quality control), mostly in case of mismatches between business requirements and information systems features Those effects are of particular importance when dealing with all types of changes due to the snapshot nature of specifications and models (cf Lewis et al, 2007, p.15). Semantic interaction requires some ontology and a notation supporting mutual understanding Both characteristics, the representation of task knowledge and its communication are crucial in organizational learning processes (cf Nonaka et al, 1999, Davenport, 1998, Senge, 1990), in particular when knowledge is considered as a production factor. As evidence we consider all inputs triggering learning steps They might stem from market or production developments, organizational brainstorming sessions, idea management or continuous improvement activities set by individual stakeholders. In our conclusion (section 5) we summarize the objectives of our work, the presented achievements, and sketch our future research

The Operational Frame of Reference

Archtetyping

Submitting a Process Specification to an Organizational Memory

Conclusions