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Change in organizations can arise spontaneously, or it can begin in
response to a planned process of change. Even planned change is not
as predictable as one might like it to be; it is often partial or
incomplete, or the results of change may not be what one hoped. The
aspects of an organization that resist change can be vital to an
organization's success, helping to keep it firm, stable, and
robust. Why Organizational Change Fails aims to make change
managers and OD consultants sensitive to signals of the robust part
of an organization, helping them to see something different than
they usually see: signs of change. The authors distinguish two
aspects of stability in organisations: robustness and tenacity.
Robustness is the ability of organisations to remain stable under
changing conditions. Tenacity is the reaction of a robust system to
planned change. Each of these aspects has its own unique qualities
and value within organizations. In the book, the authors describe
three aspects of robustness: social, cognitive and political. They
also describe healthy and unhealthy forms. Tenacity is described in
three patterns: bouncing back, smothering and calculating. Each
chapter of the book is preceded by an essay written by a leading
scientist designed to help provide real-world context for the
process of change and offering insights for the reader on either
side of the change equation.
Change in organizations can arise spontaneously, or it can begin in
response to a planned process of change. Even planned change is not
as predictable as one might like it to be; it is often partial or
incomplete, or the results of change may not be what one hoped. The
aspects of an organization that resist change can be vital to an
organization's success, helping to keep it firm, stable, and
robust. Why Organizational Change Fails aims to make change
managers and OD consultants sensitive to signals of the robust part
of an organization, helping them to see something different than
they usually see: signs of change. The authors distinguish two
aspects of stability in organisations: robustness and tenacity.
Robustness is the ability of organisations to remain stable under
changing conditions. Tenacity is the reaction of a robust system to
planned change. Each of these aspects has its own unique qualities
and value within organizations. In the book, the authors describe
three aspects of robustness: social, cognitive and political. They
also describe healthy and unhealthy forms. Tenacity is described in
three patterns: bouncing back, smothering and calculating. Each
chapter of the book is preceded by an essay written by a leading
scientist designed to help provide real-world context for the
process of change and offering insights for the reader on either
side of the change equation.
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