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dc.contributor.authorOwen, Keith O. ( )
dc.contributor.authorDietz, A. Steven ( )
dc.date.accessioned2019-08-15T19:23:38Z
dc.date.available2019-08-15T19:23:38Z
dc.date.issued2012-10
dc.identifier.citationOwen, K. O., & Dietz, A. S. (2012). Understanding organizational reality: Concepts for the change leader. SAGE Open, 2(4), pp. 1–14.en_US
dc.identifier.urihttps://digital.library.txstate.edu/handle/10877/8515
dc.description.abstractTo achieve their purposes, organizations must constantly learn, adapt, and grow, a process typically referred to as change. Research shows that only a relatively few change efforts achieve great success—most just get by while the majority fail to reach predefined performance goals and objectives. That the success of planned change is relatively rare led to the following questions: (a) What facilitates or inhibits the change process? (b) How do these facilitators and inhibitors evolve within an organization? and (c) What are the implications of understanding this evolutionary process relative to achieving a more sustainable level of performance? This article addresses these questions and presents a holistic model for creating an open, fully transparent environment in which the many differences of potential relevance to a change are put in the open for analysis. The approach, the Full Dimensional Systems Model, assumes there are multiple, interrelated domains of influence that affect change and that these must each be appreciated and addressed simultaneously to achieve sustainable performance improvement.en_US
dc.formatText
dc.format.extent14 pages
dc.format.medium1 file (.pdf)
dc.language.isoen_USen_US
dc.publisherSage Openen_US
dc.sourceSAGE Open, 2012, Vol. 2, No. 4, pp. 1–14
dc.subjectSystems theoryen_US
dc.subjectComplex adaptive systems
dc.subjectOrganizational change
dc.subjectOrganizational transparency
dc.subjectOpen systems
dc.subjectOrganizational health
dc.subjectSelf-organizing processes
dc.subjectEmergence
dc.titleUnderstanding Organizational Reality: Concepts for the Change Leaderen_US
txstate.documenttypeArticle
dc.identifier.doihttps://doi.org/10.1177/2158244012461922
dc.rights.licenseThis article is distributed under the terms of the Creative Commons Attribution 3.0 License (https://creativecommons.org/licenses/by/3.0/) which permits any use, reproduction and distribution of the work without further permission provided the original work is attributed as specified on the SAGE and Open Access page (http://www.uk.sagepub.com/aboutus/openaccess.htm)
txstate.departmentOrganization, Workforce, and Leadership Studies


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