面臨今日迅速變化的環境，許多學者都主張管理組織變革的能力，是組織中一個很重要的核心能力。台灣菸酒公司是一個國營事業，也是一個在成熟產業中逐漸老化的企業組織，為了進行民營化的轉型變革，從2003年9月開始啟動一個提升品質的專案計畫，本研究針對這個專案計畫決策、執行、與變革的全部過程，進行兩階段的組織變革研究，目的在於探討如何應用複雜調適系統理論，來提供組織變革一個新的實踐途徑。
在第一階段的變革行動中，個案組織採取一個由上而下照著藍圖執行的變革策略，實施了加強線上員工的自主品管，修訂更廣泛與更嚴格的管制界線，以及推行品質稽核活動。然而，新品管系統試行半年以後，組織內部的品管績效與外部的顧客抱怨率，都沒有產生實質上的進步。經過組織成員的觀察與訪談，本研究發現組織內在詮釋過程上有著形式化的職位權威、防衛心理的行為、缺乏隱性知識投入與制式化的回應等特性。這些認知與行為模式說明了組織中存在著一種僵化的心智模式，使得組織與個人都缺乏學習與創新能力，因而造成了品質績效的停滯不前。
從第一階段變革行動的反思中學習，在第二階段嘗試突破組織中僵化的心智模式，來誘發組織成員的實質參與和行動力。於是選擇進入一個菸廠，參與第一線製程與管理系統的改善。第二階段的變革管理行動，應用複雜調適系統的理論與簡單原則，展開拼湊式的變革管理行動，強調大題小做、即時的資訊交流、依時進展的調控，以及激發動力與保持目標。結果整個組織從開始的一些微小的改善效果，逐漸在組織中模仿與擴散開來。本研究從觀察與訪談中發現這一階段組織中有著願意嘗試、產生新體驗、互動中形成信賴感、釋出隱性知識、以及跨部門的延伸與演化等認知與行為模式，在這種演化心智模式的影響下，組織中持續浮現了一些非預期的創新行為，進而實質地提升了組織的品質績效。
本研究應用複雜調適系統的理論觀點，重新回顧整個變革過程的本質與動力，然後提出本研究的理論性洞察力。本研究認為創新行為是一種浮現的過程，無法直接透過由上而下的管理意圖來完成，只能在促進自發性自組織與演化的心智模式的相互影響中，持續地浮現出來。此外，在實務性管理意涵上，經理人如果要在既有的管理模式中，能夠有效地變革管理與持續地誘發創新行為，應著重在組織成員互動關係的轉變，包括（1）從共享的關係轉變到誘發多元的關係，會有助於新觀念與創意的萌生；（2）從既有的關係轉變到開創即時的關係，有助於創新觀念的延伸與擴散（3）從控制的關係轉變到孕育信賴的關係，則有助於創新的行動力與實現。

To deal with rapid and ever-changing environment, many scholars argue that the abilities of organizational change have been one of the essential core competencies for organizations. TTW, which has been a state- owned business for more than 60 years, initiated an upgrade program of product quality in September 2003, to improve its competitiveness whilst undergoing privatization. This paper aims to apply complex adaptive system theories to provide a new practical approach for organizational change. To accomplish this, it shall study various processes; including decision, implementation reflection and transform of the program.
In the first stage of initiated changes, TTW applied a top-down approach to implement the organizational change following an established blueprint. These exercises included three elements, which are (1) enhanced autonomous quality inspection of first-line operator, (2) More control check-items and higher standards, (3) Promotion and implementation of quality audit system. However, after half-year implementation of the new program, both performances of interior process quality and exterior product evaluation of consumer satisfaction have gained no substantial progress. By observations and interviews with the participants, it was found that there existed a commonly shared rigid mental model amongst organizational members. It encompasses deeply embedded positional authority, behavior of defensive psychology, lack of implicit knowledge and pre-formulated responses. It exhibited the learning and innovative abilities of organizational members, subsequently, which caused the stagnation of quality improvement.
The researched organization learned from the reflections derived from the first stage change process, tried to breakthrough the rigid mental model of organizational members, thereafter provoking substantial participation and execution. The targeted field was moved from business office to a factory. At the beginning of second stage change process, the organization applied simple generating rules derived from the complex adaptive system, to initiate a patching change process, which included (1) ice-breaking initiatives, (2) real- time information exchange, (3) time-pace conditioning, and (4) maintaining motivation and orientation. In the second stage change process, there appeared a few minor improving effects which were gradually being imitated and expanded across the whole organization. By the interpretations of the participants, it was found that there existed an evolutionary mental model of organizational members. It unfolded different features, such as: the willingness of experimentation, the generation of new experiences, the shaping of mutual trust by interaction, the delivering of implicit knowledge and expansion and evolution across functional units. By the effects of evolutionary mental model, some unanticipated innovative behaviors were emerging in the organization, which substantively, upgraded the quality performance of the entire organization.
Applying the perspective of complex adaptive system, this paper reviews the nature and the dynamics of the whole changing process and provides some theoretical implications. It is argued that innovative behaviors are the emerging process which can not be fulfilled by top-down managerial intention, but rather can be provoked by evolutionary mental model and autonomous self-organization. In addition, some practical implications were proposed that suggested the managers should focus on the changes of the relations of interaction in organizations. To effectively manage the changing process and continuously induce innovative behaviors, managers should (1) shift the commonly shared mental model to focus more on individual mental model and fostering diverse interaction, to help the emergence of new ideas and innovations, (2) shift the existing relations to focus more on real-time interaction, which can promote the expansion and evolution of innovative ideas, (3) shift the control relations to focus more on mutual trust relations, which can generate shared confidence levels and encourage the execution of innovations under uncertain conditions.

目錄 頁次
第一章 前言 …………………………………………………… 01
第二章 組織變革的理論回顧 ………………………………… 04
第一節 「均衡」主導的組織變革模式………………………… 04
第二節「均衡」主導的組織變革行動理論……………………. 07
第三節 「非均衡」主導的連續式變革模式………………… 13
第四節 「非均衡」的複雜性科學與組織變革……………… 14
一、複雜性科學的起源……………………………………… 15
二、組織為何是複雜調適系統？…………………………… 17
三、CAS觀點下的組織變革的本質…….…………………. 19
四、CAS觀點下的組織變革的動力………………………… 22
第五節 「均衡」與「非均衡」組織變革理論的比較…………. 25
一、心智模式………………………………………………… 26
二、創新行為………………………………………………… 27
第三章 研究方法……………………………………………… 29
第一節 研究方法的適切性…………………………………… 30
一、質性研究與社會科學研究…………………………… 30
二、本研究應用質性研究的適切性……………………… 32
第二節 紮根理論與質性研究……………………………… 32
一、文獻…………………………………………………… 33
二、資料收集與分析……………………………………….. 34
三、理論……………………………………………………… 36
第三節 研究進入與資料蒐集………………………………. 37
第四節 研究架構 …………………………………………… 38
第五節 內在詮釋模式的譯碼 ……………………………… 40
一、開放性譯碼……………………………………………… 41
二、主軸性譯碼……………………………………………… 44
三、選擇性譯碼……………………………………………… 44
第六節 研究評價與研究限制……………………………... 46
一、研究評價………………………………………………… 46
二、研究限制………………………………………………… 47
第四章 第一階段的變革管理 ………………………………… 49
第一節 第一階段變革行動的組織情境……………………… 49
第二節 按照藍圖的變革管理………………………………… 52
一、第一階段的事前理解與藍圖規劃……………………… 52
二、第一階段執行的變革管理行動………………………… 53
（一）加強線上員工的自主品管……………………… 53
（二）修訂更廣泛與更嚴格的管制界線……………… 54
（三）推行品質管理系統的稽核活動………………… 54
三、第一階段的變革行動結果……………………………… 54
（一）內部文書的大量增加…………………………… 55
（二）外部客戶抱怨率未降低………………………… 56
四、第一階段管理行動的反思……………………………… 57
（一）形式化的職位權威……………………………… 58
（二）防衛心理的行為 ………………………………… 59
（三）缺乏隱性知識投入……………………………… 62
（四）制式化的回應…………………………………… 64
第三節 第一階段反思後的學習……………………………… 66
第五章 第二階段的變革管理 ………………………………… 69
第一節 第二階段變革行動的組織情境……………………… 69
第二節 行動中浮現創新行為的變革管理…………………… 69
一、第二階段的事前理解與簡單規則……………………… 69
二、第二階段拼湊藍圖的變革行動………………………… 71
（一）大題小做………………………………………… 71
（二）即時的資訊交流………………………………… 74
（三）依時進展的調控………………………………… 76
（四）激發動力與保持目標…………………………… 79
三、第二階段變革行動的結果……………………………… 81
（一）量化品質績效的提升…………………………… 81
（二）創新行為的浮現………………………………… 82
1、自動磅料系統…………………………………… 83
2、線上品管資訊系統……………………………… 86
四、第二階段的變革詮釋模式……………………………… 88
（一）願意嘗試 ………………………………………… 88
（二）產生新體驗 ……………………………………… 90
（三）互動中形成信賴感 ……………………………… 92
（四）釋出隱性知識 …………………………………… 92
（五）跨部門的延伸與演化 …………………………… 94
第三節 第二階段變革管理的反思學習 …………………… 96
第六章 討論與管理意涵 ……………………………………… 98
第一節 CAS理論觀點下兩階段變革過程的比較 ………… 98
一、不同的事前理解，事實上都是連續浮現的變革模式… 100
二、負向回饋的自組織與正向回饋的自組織……………… 101
三、演化的心智模式與創新行為 ………………………… 102
第二節 本研究的管理意涵…………………………………… 104
第七章 結論…………………………………………………… 107
參考文獻 ………………………………………………………… 109

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