REFRAMING CHANGE IN ORGANIZATIONS: THE EQUILIBRIUM LOGIC AND BEYOND.

Abstract

This paper challenges the widely accepted equilibrium conception of organizational change. The argument is that it essentially misconceives organizational dynamics and the nature of change processes in organizations. Conceiving of change as a relatively rare punctuation of stability ignores the inherently dynamic character of organizational operations and their constantly shifting basis. This paper suggests a novel framework designed to revise the basic idea of organizational change. It depicts organizations as permanently changing entities. Specifically, the idea of Organizational Learning and a continuously reworking organizational knowledge base is used in combination with Social Systems Theory to develop a new dynamic conception of organizational change which, however, does not ignore the necessity of stabilizing mechanisms in social systems.

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