Professional Documents
Culture Documents
Change Patterns
Activity
SLOW
FAST
industry evolution
diffusion of innovation
SLOW
Time
tipping points
Discontinuous change
Degree of
change
time
change
Long periods of
equilibrium during
which there is little
change
Punctuated by
short periods of
radical
(discontinuous)
change
time
Intensity
of
change
time
Intensit
y of
change
Intensity
of change
Incrementa
l change
involves
doing
things
better
Dropout
s
Discontinuous change
involves doing things
differently or doing different
things
Dropouts
Dropouts
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Football analogy
The rules of the game represent deep structures taken
for granted and difficult to change.
The game-in-play describes activity in periods of
equilibrium when the coach and players can make changes
that will affect team performance but not the rules of the
game.
Deep structures act as forces for inertia that work to
maintain the status quo
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This pressure:
directs managers attention
towards improving internal
alignment in order to
increase efficiency.
diverts their attention away
from external alignment.
structure
technology
systems
people
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continuously adaptive
organizations experience the kind
of continuous change described by
the gradualist paradigm
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2
2
2
3
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Incremental Transformational/discontinuous
(doing things better)
Proactive
(Anticipatory)
1. Fine Tuning
Citibank
3. Reorientation
Nestle 1980s
Reactive
2. Adaptation
Other banks
reaction
to Citibanks move
4. Re-creation
Asda- 1990s
Adapted from Nadler et al 1995
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1.
2.
3.
4.
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Task
Structure
Culture
People
OUTPUTS
required by
external
stakeholders
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Re-creation
Reorientation
Adaptation
Tuning
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Low intensity
change
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UNFREEZE
MOVE
REFREEZE
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FREEZE
REBALANCE
UNFREEZE
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Patterns of change
The gradualist paradigm posits that fundamental change
(organisational transformation) can occur through a process of
continuous adjustment
The punctuated equilibrium paradigm posits that systems
(organisations) evolve through the alternation of periods of equilibrium,
in which persistent deep structures only permit limited incremental
change, and periods of revolution, in which these deep structures are
fundamentally altered.
With a few exceptions, most organisations experience change as a
pattern of punctuated equilibrium.
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Thank You