By El Torres, Gabriel Hernandez
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Extra info for Suicide Forest #1, Dec 2010
Sample text
First of all, significant changes in the company’s technology or total work organization were not likely to take place in the near future (three to five years). Secondly, the very size of the factory was such that many participants would not find it easy to discuss organizational questions from the point of view of the company as a whole. For the following discussion, therefore, we chose to direct the searchlight on alternative organization forms, in the shape of group organization within the departments.
In this way, one could combine a strategy for the development of the company with a strategy for the development of each individual employee’s job. To illustrate this last point, which draws every single employee and the work organization as a whole together into one development strategy, we presented the following analytical perspective: every industrial concern must master two types of fundamental task in order to survive in both the short and the long run. These are, respectively, production tasks and development tasks.
We want to change and improve the situation as it now stands. Both the company and the researchers take chances when entering into a binding agreement based on these preconditions, for the result of an experiment can, by definition, not be known on in advance. This dilemma is handled by constructing the collaborative process in phases in such a way that both parties (the company and the researchers) are free to evaluate the basis for any further collaboration at the termination of each phase. In addition to the formulation of the objectives and the stress on the company’s general responsibility vis à vis our supplementary role, our proposal for the framework plan therefore also contained a recommendation for a three-phase strategy.
Suicide Forest #1, Dec 2010 by El Torres, Gabriel Hernandez
by Paul
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