Chaos, dialogue and the dolphin's strategy

Documents a complex responsive process of profound organizational change taking place in a Dutch capital-equipment manufacturing firm over a two-year period beginning in September 1999. The primary focus of the initiative was on the transformation and development of the firm's organizational mi...

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Bibliographic Details
Published in:Journal of organizational change management 2002-08, Vol.15 (4), p.391-401
Main Authors: van Eijnatten, Frans M, van Galen, Maarten
Format: Article
Language:English
Subjects:
Initiatives
Interiority
Manufacturers
Organizational change
Senses
Strategic management
Studies
Values
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Summary:Documents a complex responsive process of profound organizational change taking place in a Dutch capital-equipment manufacturing firm over a two-year period beginning in September 1999. The primary focus of the initiative was on the transformation and development of the firm's organizational mind - its "orgmind". Although the company had an extensive history of system renewal activities, an evaluation of a decade of organization development efforts revealed that the "exterior" aspects of the system, e.g. tasks, structures, processes, tools, technology, etc., had received the bulk of attention. In contrast, the firm's "interior", consisting of such imperceptible qualities as the thoughts, beliefs, feelings and images held in the "mind" of the system, had been virtually ignored.
ISSN:0953-4814
1758-7816
DOI:10.1108/09534810210433692