Some formal stuff on change
It’s a rare occurance that we point towards formal academia that underpins the stuff we speak of on ?ic and in our TomorrowToday frameworks. So, as a treat, I’d like invite you to step away from our uber-sexy TmTd language and delve into some academic viewpoints. Why, you may ask? Well, it’s because a few customers of late have asked me what research and background we draw on in our frameworks. Somehow, the answer of “killer experience and superior intelligence” have not ellicited the responses I was hoping for. Oh, and because I sometimes find comfort in reading academic stuff. So, let me point you to a journal article on Organizational Change & Development by Weick & Quinn (from Michigan Business School). Yep, I can already hear you yawning. Let me say that I found this article very useful as it provides some background to what we say around the current age of discontinuous change, how we “do” change in organisations and what role culture plays in the midst of change. Here’s a snippet:
The basic tension that underlies many discussions of organizational change is that it would not be necessary if people had done their jobs right in the first place. Planned change is usually triggered by the failure of people to create continuously adaptive organizations.
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