By Ted Zorn, Lars Thoger Christensen, George Cheny, George Cheney, Visit Amazon's Theodore E. Zorn Page, search results, Learn about Author Central, Theodore E. Zorn,
Precis can we really need consistent swap explores the human and organizational results of our infatuation with switch and recommends how one can stability the opposing, yet both important, forces of switch and balance. ------------------------------------------------------------------------ Description switch has turn into an lead to itself, no longer a way to an finish. evidently there's a desire for swap. companies have to adapt to new situations and to organize for expected destiny stipulations. yet, argue the authors of this provocative new past the base line ebook, swap and adaptability became "god terms"-terms which are authorised unquestioningly nearly as good. All you might want to do is invoke them and you may achieve the prepared assent of others. this occurs each time a new swap process comes along-TQM, reengineering, company method outsourcing, and so on. frequently the previous procedure is dropped-whether it be proven results-and the recent one is embraced, just because it is the most up-to-date, most likely most sensible, option to retain the sine qua non of recent administration: consistent switch. the push to alter has turn into so quickly, so heated, and so unthinking in lots of instances that we infrequently have time to mirror on precisely what it truly is we are attempting to accomplish. And firms usually put out of your mind the truth that undeniable fact that consistent switch comes at a price-not simply in cash spent on experts and seminars and coaching fabrics, but in addition in time, strength, and worker morale. a cost that frequently outweighs the theoretical advantages.
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Extra info for Beyond the Bottom Line 2: Do We Really Want Constant Change?
Blackwell, 1996). 12. Lars Th0ger Christensen, "Flexibility as Communication. 4, Odense Universitet, Department of Marketing, March 1996. 13. Joseph Schumpeter, Capitalism. Socialism. and Democracy (New York: Harper & Row, 1942). 14. John Cassidy, "The Firm," The New Yorker, March 8, 1999, 28-36. 15. Alvin Toffler, Future Shock (New York: Bantam Books, 1970). 16. : Cornell University Press, 1995). 17. Helena D. Economo and Ted Zorn, "Communication During Downsizing: How Downsizing Survivors Construct Corporate Communication," Asia-PacificJournal of Public Relations.
Edward E. Lawler, From the Ground Up: Six Principles for Building the New Logic Corporation (San Francisco: Jossey-Bass, 1996), 8. 8. David Osborne and Ted Gaebler, Reinventing Government: How the Entrepreneurial Spirit Is Transforming the Public Sector (New York: Plume, 1992), 11-12. 9. Jean-Francois Lyotard, The Postmodern Condition: A Report on Knowledge (Minneapolis: University of Minnesota Press, 1985). 10. Karl Taro Greenfeld, "Life on the Edge," Time, Sept. 6, 1999,55-62. II. com]. 12. com].
In this way, many change-oriented programs operate like banners under which the organization can quietly go about business as usual. This strategy is appealing simply because organizations-especially companies in the same industry-like to mimic one another. At times, it may seem that they deny their own "local knowledge," the hard-learned lessons, and simply jump on a bandwagon without really knowing where it's headed. At other times, such strategies are adopted purposely as a changein-order-not-to-change strategy that allows the organization to appear cutting-edge while continuing business as usual.