Why is managing change difficult? Organisational renewal and the cybernetics of effective enterprise
by Michael U. Ben-Eli
International Journal of Applied Systemic Studies (IJASS), Vol. 2, No. 1/2, 2008

Abstract: Change is used in this paper as a context for reflecting on management. Following Watzlawick and his colleagues, the concept of first and second-order change is adopted in order to distinguish between two essential types of change and the question of why is managing change difficult is addressed. Four factors are identified at the heart of this difficulty. They include the Complexity factor, the Epistemic factor, the Structural factor, and the Inertia or Vested-Interest factor. Antidotes to the four factors are briefly discussed, and organisational learning, interpreted as a system's ability to amplify its internal variety is suggested as the most potent means of transcending limitations of existing programming and ensuring constant organisational renewal.

Online publication date: Mon, 26-Jan-2009

The full text of this article is only available to individual subscribers or to users at subscribing institutions.

 
Existing subscribers:
Go to Inderscience Online Journals to access the Full Text of this article.

Pay per view:
If you are not a subscriber and you just want to read the full contents of this article, buy online access here.

Complimentary Subscribers, Editors or Members of the Editorial Board of the International Journal of Applied Systemic Studies (IJASS):
Login with your Inderscience username and password:

Username:        Password:          Forgotten your password?

Want to subscribe?
A subscription gives you complete access to all articles in the current issue, as well as to all articles in the previous three years (where applicable). See our Orders page to subscribe.

If you still need assistance, please email subs@inderscience.com