The reverse is also all too possible. Most failed change programmes founder on the icebergs of organisational culture. Unless the culture is also changed, old patterns of behaviour reassert themselves. Summary The model is tentative, an attempt to encapsulate some thoughts about how to implement self-organising emergent change in the current organisational climate. It doesn't seem very revolutionary but I have tried to mix some of the new thinking from complexity theory with some pragmatic considerations based on where organisations currently are.
All comments welcome.
Cooperrider, David 1990. Institute of Medicine 2001. A New System for the 21st Century National Academy of Sciences. Consulting from a Complexity Perspective. White, Mark 1999.