[ba-unrev-talk] The Matrix of Change
http://ccs.mit.edu/papers/CCSWP189/CCSWP189.html (01)
"One school of change management argues that old practices must be
"obliterated" and new processes designed from scratch to fully leverage new
technologies and business realities. In practice, few managers have the
luxury of re-designing their processes or organizations from "clean sheet
of paper" - people, equipment and business knowledge cannot be so easily
scrapped. Furthermore, organizational change almost inevitability becomes a
learning process in which unanticipated obstacles and opportunities emerge
(Orlikowski & Hofman, 1996). Recognizing this, movements like Total Quality
Management have sought to institutionalize continuous learning and
incremental improvement. This approach has been formalized and greatly
aided by tools like statistical process control and the "House of Quality"
(Hauser & Clausing). However, some types of organizational change are
riskier if undertaken piecemeal or incrementally. Existing tools are often
inadequate when radical change is contemplated (Davenport & Stoddard). To
make matters worse, when the costs of change are considered, it may not
even be clear whether the best course is to strive for radical change,
incremental change or no change at all, even if a potential organizational
goal is precisely envisioned and represents an unambiguous improvement. " (02)
Now, is that about OHS, or what? (03)