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Emergence vs. Planned Change

Emergence vs. Planned Change. Deliberate vs. Emergent Strategy Organization / Control vs. Self-organization Fish / birds / termites Organizational whirlpools The economy?. Four “Logics of Change”. 1) Autopoesis 2) Complexity Theory 3) Mutual Causality 4) Dialectics. Autopoesis.

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Emergence vs. Planned Change

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  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 • Rethinking Organization • Managing Context • Using Small Changes to Create Large Effects • Emergence is Natural • 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 Streamlining, small-company thinking Large Development of teamwork Continued maturity S I Z E Addition of internal systems Decline Crisis: Need for revitalization Provision of clear direction Crisis: Need to deal with too much red tape Creativity Crisis: Need for delegation with control Crisis: Need for leadership 1. Entrepreneurial Stage 2. Collectivity Stage 3. Formalization Stage 4. Elaboration Stage Small ORGANIZATION STAGES OF DEVELOPMENT 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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