2 resultados para Turbulent Environments

em Deakin Research Online - Australia


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Calls to dismantle bureaucracy and install new forms of organising ignore the essential role that traditional design forms play in providing structure, order and focus. Flexible organisational forms might be pivotal in turbulent environments for adaptation and innovation, but structure and direction are also necessary to ensure that innovation is focussed and relevant. This paper employs an evolutionary account of the development of new forms of organising. It argues that by adopting a dualities mindset, traditional and new forms of organising can be managed as complementary rather than contradictory work practices, thus accommodating the simultaneous need for flexibility and order.

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Problem Statement
This paper responds to criticism of Kurt Lewin’s three step model of organizational change in increasingly turbulent environments. It explores whether the refreeze step of Kurt Lewin’s notable three step model is still applicable to organizational change processes in the age of globalisation and digitalisation.

Method
Literature review and critical analysis of applied examples are used to provide an overview of Kurt Lewin’s three-step change model. Authors’ observations and reflections are integrated in the discussion. The changing contemporary environment and the implications for the refreeze step of Lewin’s model are accordingly discussed.

Conclusions
The paper concludes that a balance of stability and movement; of discrete and emergent change; is the reality for today’s organizations, and forms the touchstone for Lewin’s formulation of change theories. Alignment is observed between notions of desired equilibrium in Lewin’s model and the contemporary underpinnings of sustainability. Technology and the modern pace of organizational change are also factors to consider. There has hence been an adaptation of his theoretical heritage that is current and sufficiently robust to withstand the criticisms of the refreeze stage.