ing and adjusting to the market forces. From the previous years performance new goals are set, brining in innovative fresh activities that make the organisation more effective. These criteria includes increased employee versatility/flexibility; increase of expertise; broadening of the market base; increasing production capacity; improved production economy; and the ability to respond to change (Mullins, L, 2005).
戈尔的组织战略是成功的，因为他们是流动的，永远适应市场力量。从前几年的业绩来看，制定了新的目标，带来了创新的新活动，使组织更加有效。这些标准包括提高员工的多才多艺/灵活性；增加专门知识；扩大市场基础；提高生产能力；生产经济改善；以及应对变化的能力。
It is argued by chaos theorists that the world of the organisations is unstable and chaotic, making it impossible for them to foresee the future. Therefore traditional approaches to strategic decision making are no longer relevant (R Stacey (1989) cited in Johnson J & Scholes K 1997:78).
混沌理论家认为，组织的世界是不稳定和混乱的，使他们无法预见未来。因此，传统的战略决策方法不再相关在。
This increased competitiveness has raised the value of organisational strategy, for organisations to be competitive they must adapt faster to change. The managers at Gore are constantly changing, utilising the skills, competencies with the ability to deal with forces that represent both threats and opportunities to the organisation (Mullins, L 2005). Strategy has to be managed in a different way. Managers should rely on their innate ability to draw on experiences, introducing flexibility into their role. Experiences should not be regarded as static and constrained, but regarded as a strategic tool, which involves all employees (Johnson J & Scholes K 1997).
这种竞争力的提高提高了组织战略的价值，组织要想具有竞争力，就必须更快地适应变化。戈尔的管理人员不断变化，利用他们的技能和能力来应对对组织既有威胁又有机会的力量。必须以不同的方式管理战略。管理者应该依靠他们天生的能力来吸取经验，为他们的角色引入灵活性。经验不应被视为静态和受限的，而应被视是一种战略工具，涉及所有员工。
3.4 Culture 文化
The culture of an organisation can reduce uncertainty and complexity, providing a consistent outlook that its values make possible. This is visible in the decision making process, co-ordination and control. Brown (1992) discussed that “Effective leadership must be based on sensitivity to, and understanding of the culture. Excellent leaders are not merely aware of the organisations basic assumptions, they also know how to take actions and mould and refine them” (Brown (1992) cited in Mullins, L. 2005:898).
一个组织的文化可以减少不确定性和复杂性，为其价值观提供一致的前景。这在决策过程、协调和控制中是显而易见的。Brown讨论了“有效的领导必须建立在对文化的敏感性和理解的基础上。优秀的领导者不仅知道组织的基本假设，他们还知道如何采取行动，塑造和完善这些假设”。
Gore has an open culture, will seek to bring together the correct people and resources for the job. This task culture utilises the power the power within the group, leadership is a joint effort. Leadership is based on expert power, rather than on position within the organisation (Mullins, L. 2005). Gore is an organisation that is based on entrepreneurship; they encourage individualism and diversity in the work force by carefully recruiting and training individuals that will add this value to the organisation. Although organisations are made up of individuals, they are successful from the collective actions of individuals being greater than the sum of the parts. This synergy is the organisation operating together (Morrison 1998).
戈尔有一种开放的文化，他会努力把合适的人才和资源聚集在一起。这种任务文化利用了团队内部的权力，领导是一种共同的努力。领导力是建立在专家权力的基础上，而不是建立在组织内部的地位之上。戈尔是一个以企业家精神为基础的组织；他们通过精心招聘和培训能够为组织增加这种价值的个人，鼓励员工队伍中的个人主义和多样性。尽管组织是由个人组成的，但它们是成功的，因为个人的集体行动大于各部分的总和。这种协同作用是组织共同运作。
This open culture fosters the learning of employees and the organisation. With the emergence of a learning culture, organisations are able to undergo the transition to integrated organisational learning, which in turn reinforces the embedded culture. Learning from experience, continuous improvement and a learning climate are pre-conditions for a learning culture. Gore has all three of these values in place (Mullins, L. 2005).The culture at Gore in reinforced with all new associates, they are instructed on the founders and the humble beginnings of the organisation.
这种开放的文化促进了员工和组织的学习。随着学习文化的出现，组织能够向整合的组织学习过渡，这反过来又加强了嵌入的文化。从经验中学习、不断改进和学习氛围是学习文化的先决条件。戈尔具备这三种价值观。戈尔的文化在所有新同事的支持下得到了加强，他们受到了组织创始人和卑
