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ORGANIZATION AS FLUX AND
TRANSFORMATION
organization as flux and transformation
• Gareth Morgan viewed an organization as
part of the ebb and flow of the whole
en...
• this idea was reflected earlier by
Heraclitus who address that the universe
as in a constant stage of flux embodying
fea...
Morgan's key beliefs about organizational
change
• Order naturally emerges out of chaos.
• Organizations have a natural ca...
Four logics of organizational change by
Gareth Morgan
• Autopoiesis
• Chaos & complexity
• Mutual causality
• Dialectical ...
1. Autopoiesis:
• is the logic of self producing systems
• the theory which reflects that change
originates in the envirom...
• Maturana and Varela believe living
systems to be characterized by autonomy,
circularity and self-reference. These three
...
• As organizations assert their identities,
they can initiate managerial transformation
in the social ecology to which the...
Implications of Autopoiesis
• Organizations are always attempting to achieve
‘self-referential closure… enacting their
env...
2.The logic of Chaos and complexity
• This is the view that complex non-linear
systems like organizations are
characterize...
• Morgan states that organizations and
their environments to consider ‘chaos’ and
‘complexity’ to be parts of the same
int...
5 ideas which Morgan suggest should
guide management of change
1. Rethinking what we mean by
‘organization’ – especially i...
4 Living with continuous transformation and
emergent order as a natural state of
affairs
5 Being open to new metaphors tha...
3.The logic of mutual causality
it states that Individuals are able to
influence system dynamics through
examining the int...
• Change, according to the theories outlined
above, does not unfold in a linear fashion
but via circular patterns (loops n...
4.The logic of Dialectical change
It is a truism that we cannot fully understand
something without knowing its opposite.
Y...
Dialectical principles
• Principle 1 – Whenever one person
attempts to control another a process of
resistance undermines ...
• Principle 2 – Negations of negations
retain something from that form, leading to
an evolution in patterns of control.
• ...
Principle 3 – Changes in quantity lead
to changes in quality.
• It accounts for processes of revolutionary
change whereby ...
strengths and weaknesses of the flux
and transformation metaphor
• Strengths
• Offers new understandings of the nature
and...
weaknesses
1. Individuals that find comfort in controlling,
organizing, and predicting system change
may struggle with the...
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Organization as flux and transformation

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ORGANIZATIONAL CHANGE PRESANTATION

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Organization as flux and transformation

  1. 1. ORGANIZATION AS FLUX AND TRANSFORMATION
  2. 2. organization as flux and transformation • Gareth Morgan viewed an organization as part of the ebb and flow of the whole environment, with a capacity to self- organize, change and self-renew in line with a desire to have a certain identity.
  3. 3. • this idea was reflected earlier by Heraclitus who address that the universe as in a constant stage of flux embodying features of both permanence and change.
  4. 4. Morgan's key beliefs about organizational change • Order naturally emerges out of chaos. • Organizations have a natural capacity to self-renew. • Organizational life is not governed by the rules of cause and effect. • Key tensions are important in the emergence of new ways of doing things. • The formal organizational structure (teams, hierarchies) only represents one of many dimensions of organizational life
  5. 5. Four logics of organizational change by Gareth Morgan • Autopoiesis • Chaos & complexity • Mutual causality • Dialectical change
  6. 6. 1. Autopoiesis: • is the logic of self producing systems • the theory which reflects that change originates in the enviroment • Autopiesis systems are closed loops • Morgan refers an organization as self referetial system that strive to shape themselves in their own image.
  7. 7. • Maturana and Varela believe living systems to be characterized by autonomy, circularity and self-reference. These three features allow the system to self-create or self-renew. The aim of autopoietic systems is to produce themselves and therefore their own organization and identity is paramount
  8. 8. • As organizations assert their identities, they can initiate managerial transformation in the social ecology to which they belong and they can creat conditions that will allow them to evolve along the environment.
  9. 9. Implications of Autopoiesis • Organizations are always attempting to achieve ‘self-referential closure… enacting their environments as extensions of their own identity.’ • Many of the problems that organizations encounter are a result of their attempt to maintain a particular identity. • Explanations of organizational evolution, change and development must give attention to the factors that shape patterns affecting organizations.
  10. 10. 2.The logic of Chaos and complexity • This is the view that complex non-linear systems like organizations are characterized by multiple systems of interaction that are both ordered and chaotic
  11. 11. • Morgan states that organizations and their environments to consider ‘chaos’ and ‘complexity’ to be parts of the same interconnected (evolving) pattern. • The theory states that‘random disturbances can produce unpredictable events and relationships.’ However, ‘coherent order always emerges out of the randomness and surface chaos.’
  12. 12. 5 ideas which Morgan suggest should guide management of change 1. Rethinking what we mean by ‘organization’ – especially in terms of hierarchy and control 2. Learning the art of managing and changing contexts 3. Learning how to use small changes to create large effects
  13. 13. 4 Living with continuous transformation and emergent order as a natural state of affairs 5 Being open to new metaphors that can facilitate processes of self-organization.
  14. 14. 3.The logic of mutual causality it states that Individuals are able to influence system dynamics through examining the interaction of positive and negative feedback loops and shaping these as necessary.
  15. 15. • Change, according to the theories outlined above, does not unfold in a linear fashion but via circular patterns (loops not lines).
  16. 16. 4.The logic of Dialectical change It is a truism that we cannot fully understand something without knowing its opposite. You cannot truly know the meaning of ‘hot’ unless you understand what ‘cold’ means.
  17. 17. Dialectical principles • Principle 1 – Whenever one person attempts to control another a process of resistance undermines that attempt. ‘The act of control itself sets up consequences that work against its effectiveness. • It accounts for processes of self generated change whereby phenomena change themselves as a result of tension with the opposite
  18. 18. • Principle 2 – Negations of negations retain something from that form, leading to an evolution in patterns of control. • It explains how change may become developmental in the sense that each negation rejects a previous form, yet also retains something from that form.
  19. 19. Principle 3 – Changes in quantity lead to changes in quality. • It accounts for processes of revolutionary change whereby one form of social organization gives way to another.
  20. 20. strengths and weaknesses of the flux and transformation metaphor • Strengths • Offers new understandings of the nature and source of change. • Offers new horizons of thought that can be used to enrich our understanding of management and leadership. • Offers to leaders and managers a powerful new perspective on their role in facilitating emergent change.
  21. 21. weaknesses 1. Individuals that find comfort in controlling, organizing, and predicting system change may struggle with the concept of "powerless power". 2. The order of change only becomes apparent with hindsight

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