Facilitating Organization Change: Lessons From Complexity by Edwin E. Olson

By Edwin E. Olson

Trying to find a powerful replacement to standard switch models?Finally, a substitute for conventional swap models-the technology of complicated adaptive structures (CAS). The authors clarify how, instead of targeting the macro "strategioc" point of the association method, complexity conception means that the main strong switch strategies take place on the micro point the place dating, interplay and easy ideas form rising patterns.* info how the rising paradigm of a CAS impacts the function of swap brokers* Tells how one can construct the considered necessary abilities to operate in a CAS* offers guidance for thriving in that new paradigm "Olson and Eoyang do an excellent activity of utilizing complexity technology to enhance various equipment and instruments that practitioners can instantly use to make their agencies extra effective."--Kevin Dooley, Professor of administration and business Engineering, Arizona country college

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The container may be physical (for example, geographic location), organizational (for example, department), or conceptual (for example, identity, purpose, or procedures).  Unpublished doctoral dissertation, Union Institute, Cincinnati, OH, 2001.  Professional, personal, psychological, social, and cultural containers shape the behavior of people in every environment. Examples of Containers l l l l Physical (building, campus); Organization (department, function); Behavioral (professional identification, culture); and Conceptual (purpose, procedures, rules, budgets).

Direction is determined by design and the power of a few leaders. Complex Adaptive Model of Organization Change Innumerable variables determine outcomes. The whole is different from the sum of the parts (holistic). Direction is determined by emergence and the participation of many people.  Traditional and CAS Models of Organization Change, Cont'd Traditional Model of Organization Change Individual or system behavior is know­able, unpredictable, and uncontrollable. Causality is linear: Every effect can be traced to a specific cause.

Complex Adaptive Model of Organization Change Individual or system behavior is unknowable, predictable, and controllable. Causality is mutual: Every cause is also an effect, and every effect is also a cause. Relationships are empowering. Each system is unique. Responsiveness to the environment is the measure of value. Decisions are based on tensions and patterns. Leaders are facilitators and supporters. 19).  When we design physical Page 3 equipment or other mechanistic aspects of the organization, the Newtonian concepts are appropriate.

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