Click Icon above to go to site map.
Organizational Trajectory
The graphic above reflects a
two-dimension time line through organizational change
and the impact values (as attractors) can have on organizational change.
A. In the first section, organizational values and directions are clear, strong, and well understood. Movement is mostly forward. Sideways movement (energies directed away from the organizational goals) meet strong resistance from the understood goals and values of the organization. This is a stable organization.
B. Something changes. There might be a takeover or a merger or a founding partner leaves. Something happens where the strength of the value paradigm that formed the organization is now weakened. Sideways movement meets less resistance and organizational goals and values are less clear. Direction is less focused. Energy across time begins to taper off.
C. In this area, there are multiple inputs from outside -- pressures to change. Internal organizational values are significantly fuzzier than in the previous stable environment. The organization is in a transition stage where direction is possible both towards stability as well as towards chaos.
---- The Red Vertical Line represents a major aspect for all organizations. It is sort of "the point of no return." It is where organizations sit at the cusp of significant organizational change. Values have become confused and uncertain. This is where you will frequently hear organizations argue that "the bottom line" is the only concern -- ignoring all else. There is still the possibility (through strong leadership of some sort) that the organization can move back to the left towards stability. The alternative it to move to the right, into Chaos.
D. This
is the area of organizational chaos. Such an area is marked by frequent change
within the organization -- both in leadership as well as in the force in general.
There is no guarantee of continuance in this stage. Organizations can move forward
or simply spin into nothingness. All energy can be lost and the company folds.
From our studies of chaos, what we see is that it is possible that
strong values continue to exist in pockets which (using chaos terminology) we call
"attractors." These attractors can begin to pull the organization together
in completely new and different ways if they are strong enough. The end result is E.
E. This is the new organization. New values are restated and become clear and -- if strong enough -- a new stable organization can be reformed.
Points of consideration:
1) Stable organizations may NOT be desirable. In a world
market by chaotic conditions, extremely stable organizations may not be able to
compete. If their founding values are so strongly inculcated into the fabric of the
organization, a sense of denial can set in that prohibits the organization from seeing the
world changing around them.
2) Near the red-line -- near chaos -- is an extremely difficult yet fascinating area of
corporate existence. This is the area of fastest information exchange and
organizational development in extremely chaotic times. Some organizations --
particular those working in information technology -- choose to work here as the only
means by which they can success. The cost in human capital is very, very expensive,
with burn out extremely high. The key is to try and create a positive value system
that allows organizations to work at this point without the high burnout.
