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Rozwój zrównoważony i miejska resilience

Janik Marek

Builder

2021

R.25, nr 4

78--79

Artykuł jest próbą zarysowania relacji pomiędzy dwoma kluczowymi dla współczesnego projektowania urbanistycznego pojęciami: zasadą zrównoważonego rozwoju i rezyliencji miejskiej. Jakkolwiek różnica pomiędzy nimi jest dość oczywista, to z racji ich „zbieżności ideowej”, a także nieostrości obu pojęć zdają się one nakładać na siebie, zwłaszcza przy próbach zastosowania w praktyce. To może prowadzić do skutków odwrotnych od zamierzonych. Aby tego uniknąć, konieczne jest zachowanie holistycznej perspektywy i wykorzystanie podejścia systemowego dla wprowadzania w miastach zmian zgodnych z istotą zrównoważonego rozwoju.

This paper attempts to outline the relationship between two concepts that are key to contemporary urban design: the principle of sustainable development and urban resilience. Although the difference between them is quite obvious, due to their 'ideological convergence', as well as the vagueness of the two notions, they seem to overlap, especially when trying to apply them in practice, which may lead to counterproductive results. In order to avoid this, it is necessary to maintain a holistic perspective and use a systemic approach to introduce in cities changes that are in line with the essence of sustainable development.

The instruments of evaluating the intensity of opposition to changes in an organization

Chernova L., Kunanets N.

ECONTECHMOD : An International Quarterly Journal on Economics of Technology and Modelling Processes

2019

Vol. 8, No 1

11--20

When analyzing the reasons of the previous programs`failure, we usually focus on the following questions: timeliness of the program results obtaining, keeping to the budget frames, and the results compliance with the quality parameters specified. In other cases, the analysis confirms that the program and the team’s activity have been successfully finished, the payments to suppliers completed and the interested persons and users quite satisfied. It is much less frequently when the question of selecting the most pertinent area of changes is raised, as well as thequestion of readiness of the organization for the changes to occur due to the implementation of the program. The process of introducing a program, that assure changes, into organization activities is the subject of this article. The objectives: development of an instrument for analyzing the possibility of implementation of changes into the work of an organization and for evaluating the intensity of resistance to changes. The task is to analyze factors having an impact on the results and possibility of introducing changes within an organization, to consider and to ground the main problems and the sources of resistance to the changes. In our research, we used such methods as logical summarizing, analysis and synthesis, structural analysis. The results: a model of calculating the resistance to changes has been developed. This model takes account of the program implementation intensity and allows determining the total level of resistance to changes after successful completion of the program. The research showed that the total level can be both high and low, as the organization personnel, especially its top management, may not recognize the need for changes, or may strive for achieving stability of the company situation. In the course of the research, the basic features of the changes introducing programs have been defined and the basic problems appearing at an organization presented, particularly, those relating to its personnel. The problems have been classified as relating to the organization top management and directly relating to the team working on the program. Conclusions: the instruments foranalyzing the implementation of the program of changes or transformations within an organization have been obtained. The results achieved in the research bring the statement that if the resistance to changes is stronger than the organizational potential of a company, any benefits from the implementation of the program are leveled down. Therefore, the reduction of the general resistance to changes within an organization isneeded first, and only after this, any programs and projects can be implemented.