Organizing for Change/Profession: Integrating architectural by Robert Bauer (auth.), Michael Shamiyeh (eds.)

By Robert Bauer (auth.), Michael Shamiyeh (eds.)

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This perspective views organizations as structural arrangements comprising elements as different as incentive systems, chains of command, corporate strategies and visions, job profiles, report systems and control devices, formal and informal codes of conduct, technical equipment, facilities and so forth. The orientation systems perspective perceives these various elements as woven together 36 – thereby establishing the organization – for the purpose of guiding the perceptions and actions of the individuals working ‘in’ the organization.

2, No. 3. An earlier discussion of the fi rst two types of complexity can be found in G. Roth and P. Senge, “From Theory to Practice: Research Territory, Processes and Structure at an Organizational Learning Center,” Journal of Organizational Change Management, Vol. 9, No. 1 (1996). robertfritz. com. See also “A Lesson From the Arts,” Refl ections, Vol. 2, No. 4. org. See also Your Life As Art (Newfane, VT: Newfane Press, 2002). 22 Improving the Triple Bottom Line There’s little you can say with certainty about the future of the global economy.

However, because this tension between vision and reality can be uncomfortable, creative tension becomes emotional tension and we often seek ways around it. ” While this might reduce our discomfort, it also reduces creative energy. The second way is even more troubling: we do not tell the truth about current reality. Just as the dynamics of compromise – lowering our vision – are common in human affairs, so too are the dynamics of denial. But to the extent that we misrepresent current reality, we lose the capacity to change that reality.

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