Changing cultures in organizations: a process of organic-ization

Cecil, Paul (2004) Changing cultures in organizations: a process of organic-ization. Concrescence: The Australasian Journal of Process Thought, 5. p. 101. ISSN 1445-4297

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Abstract

Using process theory and aligning this with concrete examples, the paper examines how organizational change benefits from being supported by cultural change, and how a process-informed approach may help secure a wider ownership of the process. In proposing a theory of ‘organic-ization’, the paper examines how ‘organizational change’ is dependent on paradigmatic re-alignment, and how operational structures can serve to assist or hinder this process. In particular the paper draws a distinction between the perceived needs of managers to ‘organize and streamline’ operations (a teleological approach characterized by specific delivery targets and broad-based mission statements), and the more creative possibility of engendering an ‘organic-ized culture’ in which those responsible for managing and delivering change remain responsive and alert to new contexts. The organic-ized organization is altogether more flexible and more able to integrate successive changes without being distracted by short-term and temporary goals. In particular, the concept of a ‘target’ is replaced by the notion of ‘developmental projects’ which encourage innovation in approach and purpose rather than the uncritical achievement of a pre-determined and static goal. The paper ends with a short postscript updating the case and examining how well the changes introduced have worked.

Item Type: Article
Additional Information: Applies theory of process philosophy to organizational change using Sussex University as an example.
Depositing User: Paul Cecil
Date Deposited: 21 Feb 2012 10:04
Last Modified: 02 Aug 2012 12:16
URI: http://sro.sussex.ac.uk/id/eprint/37997
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