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Essay / Research Paper Abstract
This 14 page paper begins with an introduction to and overview of chaos theory and systems thinking. The bulk of the paper discuses change management and includes comments and discussions about variables needed for successful change projects, causes and reasons for resistance, when employees are likely to be resistant, strategies for managing resistance and the role of employees in the change process. Bibliography lists 13 sources.
Page Count:
14 pages (~225 words per page)
File: MM12_PGchng6.rtf
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Unformatted sample text from the term paper:
by the middle of the 20th century, this deterministic assumption was proven to be wrong (Flower, 1993). Systems thinking emerged as an outcrop of communication studies during World War
II (Flower, 1993). These studies provided new insight on just how complex systems really are and these studies led to an increased ability to think about the complexity of interactive
systems (Flower, 1993). They did not, however, lead to solutions for dealing with messy situations and traumatic change (Flower, 1993). That came with the advent of chaos theory, and subsequently,
complexity theory (Flower, 1993; Tetenbaum, 1998). It would then take another decade for chaos theory to find its way into other disciplines and in other venues (Flower, 1993). One of
the first publications that focused on the application of chaos theory in organizations was Meg Wheatleys Leadership and the New Science: Learning About Organization from an Orderly Universe (Flower, 1993).
Wheatley proposed that organizations be perceived as living systems rather than as machines and also view the staff as living organisms rather than as machines or cogs within the greater
machine (Flower, 1993). Historically, any unknown, any confusion had the power to cause panic in people because the premise by which organizations are managed has no room for vagueness (Flower,
1993l Tetenbaum, 1998). If people did not know what to do next, for instance, the manager would feel she had failed (Flower, 1993). Organizations should operate smoothly and managers and
leaders should be in control at all times (Flower, 1993). The folly of that belief has become all too clear in recent years as the global marketplace and the new
economy have emerged. It would be a valid premise if organizations really were machines and if people were robots but neither is true (Flower, 1993). Wheatley asserts that when confronted
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