Category Archives: Organizational change

Perspectives on Organizational Change – Systems and Complexity Theories

It is becoming increasingly important for organizations to gain competitive advantage by being able to manage and survive change. This paper presents two theoretical paradigms (systems and complexity theories) through which organizational change processes can be fruitfully examined. Systems and … Continue reading

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Complexity, organizations and change

Complexity Science has seriously challenged long held views in the scientific community about how the world works. These ideas, particularly about the living world, also have radical and profound implications for organizations and society as a whole. Complexity, Organizations and … Continue reading

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Organizing for diversity and complexity

Read How do you maintain the integrity of the organization while embracing the chaos beyond? Part of the answer is in supporting communities of practice as a bridge between external networks and those doing the work.  

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Organizing multi-voiced organizations – action guiding anticipations and the continuous creation of novelty

Read Bakhtin’s ideas of polyphony and dialogism are explored as ways of organising our own human affairs. Traditionally, language has been thought of as an already established, self-contained system of linguistic communication that sets out a set of rules or … Continue reading

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Culture and Complexity: New Insights on Organisational Change

The focus of organisational change interventions moves away from ‘planning change’ and onto ‘facilitating emergence’. Most change agents seem to have a much more mechanical view of themselves—how can you be a good consultant, how can you re-engineer or fix … Continue reading

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Recovering from information overload

Recovering from information overload Always-on, multitasking work environments are killing productivity, dampening creativity, and making us unhappy. For all the benefits of the information technology and communications revolution, it has a well-known dark side: information overload and its close cousin, … Continue reading

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Situated Dialogic Action Research – Disclosing ‘‘Beginnings’’ for Innovative Change in Organizations

I want to discuss a version of collaborative action research oriented toward exploring, and verbally articulating, the real possibilities for making an innovative next step in a specific situation in a particular organization. There are many situations in organizational life … Continue reading

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Rise of the networked enterprise: Web 2.0 finds its payday

Rise of the networked enterprise: Web 2.0 finds its payday A new class of company is emerging—one that uses collaborative Web 2.0 technologies intensively to connect the internal efforts of employees and to extend the organization’s reach to customers, partners, … Continue reading

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The New Science of Leadership: An Interview with Margaret Wheatley

Read Meg Wheatley was thrown into the public spotlight in 1992 with the publication of Leadership and the New Science, a groundbreaking look at how new discoveries in quantum physics, chaos theory, and biology challenge our standard ways of thinking … Continue reading

Posted in Change, Complexity & change, Emergent change, Leadership, Organizational change, Self-organization, Self-organized systems | Tagged , , , | Leave a comment

Against Leviathan: Building Rhizomatic Brands

Against Leviathan: building rhizomatic brands This paper challenges ideas about resistance to change and by implication, the traditional model of brand building which suggests the dominance of the organisation in controlling a brand. In its place we will stress the … Continue reading

Posted in Change, Deleuze, Guattari, Organizational change, Rhizomatic change, Rhizomes | Tagged , , | Leave a comment