Facilitating Organization Change Lessons from Complexity Science

ISBN-10: 078795330X
ISBN-13: 9780787953300
Edition: 2001
List price: $63.00 Buy it from $3.00
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Description: Olson and Eoyang help the reader understand and work with the dynamics of change in a complex system by revealing new perspectives, tools and techniques for revitalising organisations.

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Book details

List price: $63.00
Copyright year: 2001
Publisher: John Wiley & Sons, Incorporated
Publication date: 2/21/2001
Binding: Paperback
Pages: 240
Size: 7.25" wide x 9.25" long x 0.50" tall
Weight: 1.386
Language: English

Olson and Eoyang help the reader understand and work with the dynamics of change in a complex system by revealing new perspectives, tools and techniques for revitalising organisations.

Edwin E. Olson, PhD, earned a master's degree in pastoral counseling and a PhD in government. He teaches organization behavior at the University of Maryland, University College. Olson is the coauthor of Facilitating Organization Change: Lessons from Complexity Science. His workshops apply complexity theory to science, spirituality, religion, and organizations.

An Emerging Paradigm of Organization
Change Organization As Machine Problem with Traditional Approaches
Alternatives to the Machine
Model Toward an Integrated Framework
From the Part to the Whole
From the Whole to the Part
Emergent Patterns Through Self-Organization
Conditions for Self-Organization
The Self-Organizing Process
No Condition Stands Alone CAS and the Change Agent
Summary
Method: Self-Organizing Dynamics
Change Through Connections (Not Top-Down Control)
Story: Hospital Merger Entangled Connections
No Single Source of Change
Leadership and Influence in a CAS
Role of Formal Leader
Change Agent Role
Summary
Method: Feedback Analysis
Method: Leader As Change Agent
Adapt to Uncertainty (Not Predictable Stages of Development)
Nonlinear Organization Change
Story: Unpredictability vs. Need for Control
Consulting to Uncertainty No Sequence of Events
Speed of Adaptation
Change Agent Role
Summary
Method: Decision Making Under Conditions of Uncertainty
Emerging Goals, Plans, and Structures (Not Clear, Detailed Plans or Goals)
Case: Knowledge Management Firms Planning in a CAS
Vision in a CAS Goal
Setting in a CAS
Structures in a CAS
Change Agent Role
Summary
Method: Self-Organizing Exercise
Amplify Difference (Not Build Consensus)
Story: The Hidden Difference Unbraiding Differences
Differences in a CAS
Differences and Organization Resilience
Differences and Organization Change
Change Agent Role
Summary
Method: Difference Matrix
Self-Similarity (Not Difference Between Levels)
Story: The Hidden Difference (Continued)
Self-Similarity in Organizations Scaling
Scaling in Organizations Simple Rules
Change Agent Role
Summary Method: Fractal As Metaphor
Success As Fit with the Environment (Not Closing the Gap with an Ideal)
Story: Focusing on Fit Success As Fitness
Performance Feedback Competition and Cooperation
Change Agent Role
Summary
Method: Same and Different
Self-Organization and the Change Agent: Tips for Thriving in the New Paradigm
Story: Just Do It! Self-Organization and Traditional
Change Methods
Change Agent Responsibilities
Entering the System Assessment
Intervention Evaluation Skills for a Complexity Approach
Summary
Method: Reflection Evaluation
Making Self-Organization a Reality: Evolution in Organizations
Work with the Conditions for Self-Organization
Conclusion
Continuing the Co-Evolution
References
Index
About the Authors
About the Editors

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