Question 1
Leadership, Innovation, and Growth (LIG) is a 4- day program at GE aimed to make the company an innovative organization. Ultimate purpose of LIG program is ultimately to implant growth and innovation into the DNA of the company. The program was successful to move GE into an innovative organization due to involving following key elements;
Value of Team Training: Firstly, Team training provided an opportunity for managers to reach a consensus on issues of the change and how they tackle those issues.
Barriers to Change: Secondly, participants are encouraged to discuss both hard barriers to change (ex. organizational structure) and soft barriers (ex. employee behaviors).
Managing present and the future: Balancing short term and long term plans were …show more content…
Those interactions are characterized as nonlinear systems leading emergent self-organization through feedback. There are three essential components of complexity theory that provide a framework to understand emergent behavior leading continuous, radical change.
The Far-From-Equilibrium State: The theory states that organizations display complex behaviors when they are away from equilibrium, stable, state. At this state, members of organization have freedom to experiment new things and this disorder can feed new discoveries.
Adaptive Tensions: The theory assumes that small changes are likely to be amplified by positive actions and result in unintended radical change. It is like Lorenzo’s butterfly effect. Adaptive tensions are drivers in this flow state amplifying initial conditions to cause a major change.
Emergent, Self-Organization: Moving away from stability and adaptive tensions give rise to emergent self-organization. Self-organizations are adaptive and resilient. Effectiveness of the organization is related to uncertainty and ambiguity. The orders are organically generated by freedom and
Leadership, Innovation, and Growth (LIG) is a 4- day program at GE aimed to make the company an innovative organization. Ultimate purpose of LIG program is ultimately to implant growth and innovation into the DNA of the company. The program was successful to move GE into an innovative organization due to involving following key elements;
Value of Team Training: Firstly, Team training provided an opportunity for managers to reach a consensus on issues of the change and how they tackle those issues.
Barriers to Change: Secondly, participants are encouraged to discuss both hard barriers to change (ex. organizational structure) and soft barriers (ex. employee behaviors).
Managing present and the future: Balancing short term and long term plans were …show more content…
Those interactions are characterized as nonlinear systems leading emergent self-organization through feedback. There are three essential components of complexity theory that provide a framework to understand emergent behavior leading continuous, radical change.
The Far-From-Equilibrium State: The theory states that organizations display complex behaviors when they are away from equilibrium, stable, state. At this state, members of organization have freedom to experiment new things and this disorder can feed new discoveries.
Adaptive Tensions: The theory assumes that small changes are likely to be amplified by positive actions and result in unintended radical change. It is like Lorenzo’s butterfly effect. Adaptive tensions are drivers in this flow state amplifying initial conditions to cause a major change.
Emergent, Self-Organization: Moving away from stability and adaptive tensions give rise to emergent self-organization. Self-organizations are adaptive and resilient. Effectiveness of the organization is related to uncertainty and ambiguity. The orders are organically generated by freedom and