"The authors offer a comprehensive alternative to traditional change models"
--Quality Progress, June 2002
Publisher Web Site, January, 2003
Summary
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.
Table of Contents
1. An Emerging Paradigm of Organization Change Organization As Machine Problem with Traditional Approaches Alternatives
to the Machine Model Toward an Integrated Framework From the Part to the Whole From the Whole to the Part Emergent
Patterns Through Self-Organization Conditions for Self-Organization The Self-Organizing Process No Condition Stands
Alone CAS and the Change Agent Summary Method: Self-Organizing Dynamics
2. Change Through Connections (Not Top-Down Control) Story: Hospital Merger Entangled Connections No Single
Source of Change Leadership and Influence in a CAS Role of Formal Leader Change Agent Role Summary Method: Feedback
Analysis Method: Leader As Change Agent
3. Adapt to Uncertainty (Not Predictable Stages of Development) Nonlinear Organization Change Story: Unpredictability
vs. Need for Control Consulting to Uncertainty No Sequence of Events Speed of Adaptation Change Agent Role Summary
Method: Decision Making Under Conditions of Uncertainty
4. Emerging Goals, Plans, and Structures (Not Clear, Detailed Plans or Goals) Case: Knowledge Management Firms
Planning in a CAS Vision in a CAS Goal Setting in a CAS Structures in a CAS Change Agent Role Summary Method: Self-Organizing
Exercise
5. Amplify Difference (Not Build Consensus) Story: The Hidden Difference Unbraiding Differences Differences
in a CAS Differences and Organization Resilience Differences and Organization Change Change Agent Role Summary
Method: Difference Matrix
6. Self-Similarity (Not Difference Between Levels) Story: The Hidden Difference (Continued) Self-Similarity
in Organizations Scaling Scaling in Organizations Simple Rules Change Agent Role Summary Method: Fractal As Metaphor
7. Success As Fit with the Environment (Not Closing the Gap with an Ideal) Story: Focusing on Fit Success As
Fitness Performance Feedback Competition and Cooperation Change Agent Role Summary Method: Same and Different
8. Self-Organization and the Change Agent: Tips for Thriving in the New Paradigm Story: Just Do It! Self-Organization
and Traditional Change Methods Change Agent Responsibilities Entering the System Assessment Intervention Evaluation
Skills for a Complexity Approach Summary Method: Reflection Evaluation
9. Making Self-Organization a Reality: Evolution in Organizations Work with the Conditions for Self-Organization
Conclusion Continuing the Co-Evolution References Index About the Authors About the Editors