This book offers a fresh perspective on organizational development and change theory and practice. Building on their recent work in quantum storytelling theory and complexity theory, Henderson and Boje consider the implications of fractal patterns in human behavior with a view toward ethics in organization development for the modern world.
Building on Gilles Deleuze and Felix Guattari’s (1987) ontology of multiple moving and intersecting fractal processes, the authors offer readers an understanding of how managing and organizing can be adapted to cope with the turbulence and complexity of different organizational situations and environments. They advocate a sustainable, co-creative brand of agency and introduce appropriate, simple tools to support organizational development practitioners. This book offers theory and research methods to management and organization scholars, along with praxis advice to practicing managers.
Part 1: Fractal Change Management Theory: A Bold New Tool for a Brave New World 1. What Is Fractal Change Management? 2. What Are Fractals in Management Science? 3. Fractal Organizing Processes: Knowing One When You See It! 4. Fractal Storytelling Part 2: Exploring Fractal Organizing Processes in Situ 5. From the Ashes: What We Can Learn from Nonprofit Leaders during a Crisis 6. How Fractal Organizing Processes Unfold in Day-to-Day Business and Being Part 3: The Fractal Manager’s Toolkit 7. The Fractal Action Research Method (FARM) 8. A Fractal-Based Strategic Change Model 9. Ontological Systems Mapping: A Tool for Ethical Engagement
It is often stated that some 70% of all change projects fail. Though this figure can be disputed, it is nevertheless clear that managing change is one of the most difficult tasks facing organizations today. In response to this, writers offer a wide range of theories and advice designed to aid managers and scholars in understanding and managing change, but which seem merely to overwhelm them with a profusion of competing and conflicting advice and approaches. In many respects, change is a field which epitomises the ‘rigor-relevance’ debate. We have many approaches to change which are built on sound research and robust theories, but which appear to lack relevance for managers. We also have a vast array of nostrums, practices and tools which managers use, but which appear to lack methodological or theoretical foundations.
The aim of this series is to cut through the confusion surrounding the study and practice of change by providing comprehensive and in-depth studies of existing and emerging approaches to change. The rationale for the series is that we cannot understand organizational change sufficiently nor implement it effectively unless we can evaluate the various approaches in terms of the evidence which underpins them, what they seek to achieve and how and where they can be applied. In particular, the series seeks to address, but is not limited to, the following questions: