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Precis will we actually need consistent switch explores the human and organizational results of our infatuation with switch and recommends how one can stability the opposing, yet both worthwhile, forces of swap and balance. ------------------------------------------------------------------------ Description swap 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 arrange for expected destiny stipulations. yet, argue the authors of this provocative new past the base line e-book, swap and suppleness became "god terms"-terms which are approved unquestioningly pretty much as good. All you want to do is invoke them and you'll achieve the prepared assent of others. this occurs each time a new switch process comes along-TQM, reengineering, company method outsourcing, and so on. usually the previous technique is dropped-whether it's proven results-and the recent one is embraced, just because it is the newest, most likely top, option to continue the sine qua non of recent administration: consistent switch. the frenzy to alter has develop into so speedy, so heated, and so unthinking in lots of circumstances that we infrequently have time to mirror on precisely what it truly is we are attempting to accomplish. And businesses frequently omit the truth that undeniable fact that consistent swap comes at a price-not simply in funds spent on specialists and seminars and coaching fabrics, but in addition in time, strength, and worker morale. a value that regularly outweighs the theoretical advantages.
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Extra info for Beyond the Bottom Line 2: Do We Really Want Constant Change?
Peters, Thriving on Chaos. 13. M. J. " Administrative Sciences Quarterly, 1998,43,602-636. 14. John W. Meyer and Brian Rowan, "Institutional Organizations: Formal Structure as Myth and Ceremony," American Journal of Sociology, 1977,83,340-363. CHAPTER FOUR: CONSEQUENCES OF OUR OBSESSION WITH CHANGE I. S. C. htm]. 2. Sennett, Corrosion of Character, 22. 41 DO WE REALLY WANT CONSTANT CHANGE? 3. Holly Sklar, Chaos or Community? Seeking Solutions. Not Scapegoats. for Bad Economics (Boston: South End Press, 1995).
It becomes a convenient strategy to use as a rationale for eliminating jobs, moving factories offshore, and supporting other questionable practices. " In fact, anyone who would resist change in today's organizations is at a tremendous persuasive disadvantage. "o The weight of presumption lies so heavily with the change promoters that there's scarcely any debate. This is certainly not democracy, and it's not good business practice either. " That's right. We've glorified change, and as a result apparently don't have anyone left to create more of it.
Gray sees nothing more opposed to stability in the home and community than an ever-expanding and changing market with few controls. 11I For an unbridled market thrives on change and tends to work in opposition to tradition. The quest to open up new markets, networks of communication, and new avenues of consumption not only tends to globalize certain experiences but also can undermine efforts to hold onto local distinctiveness and autonomy. II At the societal level we find other contradictions, too.