Facilitating Organization Change: Lessons from Complexity Science(J-B O-D (Organizational Development))

Looking for a highly effective alternative to traditional change models? Finally, an alternative to traditional change models-the science of complex adaptive systems (CAS). The authors explain how, rather than focusing on the macro "strategioc" level of the organization system, complexity theory suggests that the most powerful change processes occur at the micro level where relationship, interaction and simple rules shape emerging patterns. * Details how the emerging paradigm of a CAS affects the role of change agents * Tells how you can build the requisite skills to function in a CAS * Provides tips for thriving in that new paradigm "Olson and Eoyang do a superb job of using complexity science to develop numerous methods and tools that practitioners can immediately use to make their organizations more effective." --Kevin Dooley, Professor of Management and Industrial Engineering, Arizona State University

Table of Contents:
List of Tables, Figures, and Exhibits ix Foreword to the Series xi Introduction to the Series xiii Statement of the Board xvii Foreword xxiii Dedication xxx Preface xxxi Acknowledgments xxxix Self-Diagnosis xli 1. An Emerging Paradigm of Organization Change 1 Organization As Machine 2 Problem with Traditional Approaches 4 Alternatives to the Machine Model 6 Toward an Integrated Framework 7 From the Part to the Whole 10 From the Whole to the Part 10 Emergent Patterns Through Self-Organization 11 Conditions for Self-Organization 11 The Self-Organizing Process 15 No Condition Stands Alone 16 CAS and the Change Agent 18 Summary 19 Method: Self-Organizing Dynamics 20 2. Change Through Connections (Not Top-Down Control) 25 Story: Hospital Merger 26 Entangled Connections 27 No Single Source of Change 29 Leadership and Influence in a CAS 31 Role of Formal Leader 33 Change Agent Role 37 Summary 39 Method: Feedback Analysis 40 Method: Leader As Change Agent 45 3. Adapt to Uncertainty (Not Predictable Stages of Development) 49 Nonlinear Organization Change 51 Story: Unpredictability vs. Need for Control 52 Consulting to Uncertainty 54 No Sequence of Events 55 Speed of Adaptation 56 Change Agent Role 60 Summary 62 Method: Decision Making Under Conditions of Uncertainty 63 4. Emerging Goals, Plans, and Structures (Not Clear, Detailed Plans or Goals) 69 Case: Knowledge Management Firms 71 Planning in a CAS 72 Vision in a CAS 73 Goal Setting in a CAS 75 Structures in a CAS 75 Change Agent Role 80 Summary 81 Method: Self-Organizing Exercise 81 5. Amplify Difference (Not Build Consensus) 85 Story: The Hidden Difference 86 Unbraiding Differences 88 Differences in a CAS 89 Differences and Organization Resilience 90 Differences and Organization Change 91 Change Agent Role 93 Summary 94 Method: Difference Matrix 95 6. Self-Similarity (Not Differences Between Levels) 101 Story: The Hidden Difference (Continued) 102 Self-Similarity in Organizations 103 Scaling 104 Scaling in Organizations 104 Simple Rules 106 Change Agent Role 107 Summary 108 Method: Fractal As Metaphor 108 7. Success As Fit with the Environment (Not Closing the Gap with an Ideal) 115 Story: Focusing on Fit 116 Success As Fitness 118 Performance Feedback 121 Competition and Cooperation 122 Change Agent Role 124 Summary 125 Method: Same and Different 126 8. Self-Organization and the Change Agent: Tips for Thriving in the New Paradigm 131 Story: Just Do It! 132 Self-Organization and Traditional Change Methods 134 Change Agent Responsibilities 135 Entering the System 138 Assessment 139 Intervention 141 Evaluation 144 Skills for a Complexity Approach 146 Summary 148 Method: Reflection Evaluation 149 9. Making Self-Organization a Reality: Evolution in Organizations 155 Work with the Conditions for Self-Organization 157 Conclusion 164 Continuing the Co-Evolution 165 References 167 About the Authors 173 About the Editors 175 Index 179

About the Author :
Edwin E. Olson, PhD, earned a master's degree in pastoral counseling and a PhD in government. He teaches organization behavior at the University of Maryland, University College. Glenda H. Eoyang is the author of Facilitating Organization Change: Lessons from Complexity Science, published by Wiley.

Review :
"The authors offer a comprehensive alternative to traditional change models" (Quality Progress, June 2002)