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Looking for a highly effective alternative to traditional change models?
Finally, an alternative to traditional change models-the science of complex adaptive systems (CAS). The authors explain how, rather than focusing on the macro "strategioc" level of the organization system, complexity theory suggests that the most powerful change processes occur at the micro level where relationship, interaction and simple rules shape emerging patterns.
* Details how the emerging paradigm of a CAS affects the role of change agents
* Tells how you can build the requisite skills to function in a CAS
* Provides tips for thriving in that new paradigm "Olson and Eoyang do a superb job of using complexity science to develop numerous methods and tools that practitioners can immediately use to make their organizations more effective."
--Kevin Dooley, Professor of Management and Industrial Engineering, Arizona State University
Contents
List of Tables, Figures, and Exhibits ix
Foreword to the Series xi
Introduction to the Series xiii
Statement of the Board xvii
Foreword xxiii
Dedication xxx
Preface xxxi
Acknowledgments xxxix
Self-Diagnosis xli
1. An Emerging Paradigm of Organization Change 1
Organization As Machine 2
Problem with Traditional Approaches 4
Alternatives to the Machine Model 6
Toward an Integrated Framework 7
From the Part to the Whole 10
From the Whole to the Part 10
Emergent Patterns Through Self-Organization 11
Conditions for Self-Organization 11
The Self-Organizing Process 15
No Condition Stands Alone 16
CAS and the Change Agent 18
Summary 19
Method: Self-Organizing Dynamics 20
2. Change Through Connections (Not Top-Down Control) 25
Story: Hospital Merger 26
Entangled Connections 27
No Single Source of Change 29
Leadership and Influence in a CAS 31
Role of Formal Leader 33
Change Agent Role 37
Summary 39
Method: Feedback Analysis 40
Method: Leader As Change Agent 45
3. Adapt to Uncertainty (Not Predictable Stages of Development) 49
Nonlinear Organization Change 51
Story: Unpredictability vs. Need for Control 52
Consulting to Uncertainty 54
No Sequence of Events 55
Speed of Adaptation 56
Change Agent Role 60
Summary 62
Method: Decision Making Under Conditions of Uncertainty 63
4. Emerging Goals, Plans, and Structures (Not Clear, Detailed Plans or Goals) 69
Case: Knowledge Management Firms 71
Planning in a CAS 72
Vision in a CAS 73
Goal Setting in a CAS 75
Structures in a CAS 75
Change Agent Role 80
Summary 81
Method: Self-Organizing Exercise 81
5. Amplify Difference (Not Build Consensus) 85
Story: The Hidden Difference 86
Unbraiding Differences 88
Differences in a CAS 89
Differences and Organization Resilience 90
Differences and Organization Change 91
Change Agent Role 93
Summary 94
Method: Difference Matrix 95
6. Self-Similarity (Not Differences Between Levels) 101
Story: The Hidden Difference (Continued) 102
Self-Similarity in Organizations 103
Scaling 104
Scaling in Organizations 104
Simple Rules 106
Change Agent Role 107
Summary 108
Method: Fractal As Metaphor 108
7. Success As Fit with the Environment (Not Closing the Gap with an Ideal) 115
Story: Focusing on Fit 116
Success As Fitness 118
Performance Feedback 121
Competition and Cooperation 122
Change Agent Role 124
Summary 125
Method: Same and Different 126
8. Self-Organization and the Change Agent: Tips for Thriving in the New Paradigm 131
Story: Just Do It! 132
Self-Organization and Traditional Change Methods 134
Change Agent Responsibilities 135
Entering the System 138
Assessment 139
Intervention 141
Evaluation 144
Skills for a Complexity Approach 146
Summary 148
Method: Reflection Evaluation 149
9. Making Self-Organization a Reality: Evolution in Organizations 155
Work with the Conditions for Self-Organization 157
Conclusion 164
Continuing the Co-Evolution 165
References 167
About the Authors 173
About the Editors 175
Index 179
