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Emergence vs. Planned Change Deliberate vs. Emergent Strategy Organization / Control vs. Self-organization Fish / birds / termites Organizational whirlpools.

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Presentation on theme: "Emergence vs. Planned Change Deliberate vs. Emergent Strategy Organization / Control vs. Self-organization Fish / birds / termites Organizational whirlpools."— Presentation transcript:

1 Emergence vs. Planned Change Deliberate vs. Emergent Strategy Organization / Control vs. Self-organization Fish / birds / termites Organizational whirlpools The economy?

2 Four “Logics of Change” 1) Autopoesis 2) Complexity Theory 3) Mutual Causality 4) Dialectics

3 Autopoesis Egocentric organizations Survival must always be with, not against, the environment Example: depletion of fish stocks

4 Complexity Theory Attractor patterns Self-reinforcement holds systems in place Edge-of-chaos situations can flip patterns Small changes = BIG effects

5 Ideas from Complexity for Guiding Change 1.Rethinking Organization 2.Managing Context 3.Using Small Changes to Create Large Effects 4.Emergence is Natural 5.Open to Self-organization

6 Mutual Causality Positive and Negative Feedback Loops Deviation amplifying and stabilizing loops Understand the system, not just linear cause and effect Intervention

7 Dialectics Yin and Yang Symmetry / balance Solving one problem contains the seeds of the next problem: Greiner’s model Managing paradox Creative destruction

8 Organizational Life Cycle ORGANIZATION STAGES OF DEVELOPMENT 1. Entrepreneurial Stage 2. Collectivity Stage 3. Formalization Stage 4. Elaboration Stage Crisis: Need to deal with too much red tape Crisis: Need for delegation with control Crisis: Need for leadership Creativity Provision of clear direction Addition of internal systems Development of teamwork Crisis: Need for revitalization Decline Continued maturity Streamlining, small-company thinking SIZESIZE Large Small Sources: Adapted from Robert E. Quinn and Kim Cameron, “Organizational Life Cycles and Shifting Criteria of Effectiveness: Some Preliminary Evidence,” Management Science 29 (1983): 33-51; and Larry E. Greiner, “Evolution and Revolution as Organizations Grow,” Harvard Business Review 50 (July-August 1972): 37-46.

9 Management and Emergent Change Powerless power A loss of control or a loss of perceived control? Shaping patterns instead of planning Understanding limits of control & points of intervention


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