ORGS 2010 Lecture Notes - Lecture 10: Organizational Ecology, Left Column (Theater Troupe), Learning Organization
23 Nov 2016
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Document Summary
Well established organizations strive to become flatter, flexible, networked internally and externally and more diverse and global. Young organizations strive to become stable, and phase through business cycles. Success rate of organizational change is very low. Some replace one failed program with another don"t take the time to understand why the first program failed. Resistance to change is a part of human nature. Organizational inertia organizations are systems of patterned behaviours, designed to produce predictable and repetitive outputs: want stability. Unanticipated consequences of organizational change changes in one aspect can have an affect on the other parts of the design: need to identify the consequences early and design responses. Shift in power of stakeholders internal or external. Changes in framing identities at the subunit and organizational level. *need an agent who can explain the new vision. Entrenched interests embedded assumptions or identities harder to give up. Ceo and coo gain a broader perspective on how they can improve the organization.
