Making Sense of Organizational Change Allowing Order to Emerge from Paradoxical Tensions -- Asaf Zohar, July 9, 2003

47th Annual Meeting of the International Society for the Systems Sciences (ISSS), Hersonissos, Crete, July 9, 2002.

July 9, 2003, 5:30 p.m., Special Integration Group on Organizational Transformation and Social Change

This digest was created in real-time during the meeting, based on the speaker's presentation(s) and comments from the audience. These should not be viewed as official transcripts of the meeting, but only as an interpretation by a single individual. Lapses, grammatical errors, and typing mistakes may not have been corrected. Questions about content should be directed to the originator. These notes have been contributed by David Ing ( at the IBM Advanced Business Institute ( ).

Came here to hear stories.

Non-profit organization: top-down, want greater efficiency

Start with force field analysis:  what is driving change, and what is holding back change?

Two columns, forces for change, and forces against change

Want to find some way to increase those for change, and reduce those against change.

What worked?

Can't play just one side of the equation.

Internal resistance for change was not a bad thing:  needed to preserve identity.

Need to create a context to drive change.

Question:  On paradoxes?

Question:  From here to precise questions or actions?

Question:  Psychoanalysis of the institition?

Question:  Elements and processes of deep structures?


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