Abstract
Many R&D organizations of U. S. corporations are beginning to search for more effective ways to organize the knowledge-based product development process. Unfortunately, there are relatively few comprehensive methods for redesigning knowledge-based product development organizations. This case describes how sociotechnical systems (STS) methods were used to redesign a sophisticated chemical-based product development division of a high technology organization. STS methods provided R&D managers and professional employees a structured, analytic and highly participative approach for managing change in their division. Based on STS design principles, a change team consisting of professional employees designed and administered an organizational audit for assessing the effectiveness of current work practices and the factors which delayed research projects. Results from the audit indicated that delays to research projects were caused by organizational rather than technical factors, and that significant changes in organizational structure and work practices were required. The change team proposed the division be redesigned into a permanent team-based product development organization.
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