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Building on Thomas Kuhn's concept of paradigm, it explores the hidden assumptions of social and organizational theory, offering a map-like representation of dozens of different schools of thought. The fundamental thesis is that different theories reflect very different implicit assumptions on the nature of social reality.
It lists the different paradigms of the human organizations through the ages and proposes a new one: Teal organisation. The latter is built on three pillars related to wholeness, self-management, and evolutionary purpose.
He defines what he means by "paradigm" and introduces the idea of a "social paradigm". In addition, he identifies the basic component of any social paradigm. Like Kuhn, he addresses the issue of changing paradigms, the process popularly known as "paradigm shift". In this respect, he focuses on the social circumstances that precipitate such a shift.
Changing goals changes every item listed above: parameters, feedback loops, information and self-organization. A city council decision might be to change the goal of the lake from making it a free facility for public and private use, to a more tourist oriented facility or a conservation area. That goal change will affect several of the above ...
Sociotechnical systems (STS) in organizational development is an approach to complex organizational work design that recognizes the interaction between people and technology in workplaces. The term also refers to coherent systems of human relations, technical objects, and cybernetic processes that inhere to large, complex infrastructures ...
The paradigm – What the organization is about, what it does, its mission, its values. Control systems – Processes that monitor activity. Role cultures have vast rule-books. Power cultures rely on individualism. Organizational structure – Reporting lines, hierarchies, and the way that work flows through the organization.
Recommendations for changing the organization are then assigned to ‘owners’ who have volunteered to carry them out and follow through to get results. That's Work-Out in a nutshell.” “[Work-Out] is also a catalyst for creating an empowered workforce that has the self-confidence to challenge the inevitable growth of organizational ...
1. The Annie E. Casey Foundation proposes mapping an organization's social change work along three criteria: Impact, Influence, Leverage. The impact of your work is its program outcomes; Your influence is how much other actors change as a result of your work; Your leverage is how much investment others put into your model. [29]