This paper examines the concept of memetic engineering as a means of facilitating organisational diagnosis and development. It draws lessons for managers and organisational development specialists from current and topical examples of powerful organisational memes. Using a process of memetic mapping through the three elements of meme fidelity, host susceptibility, and level of resonance, managers may develop a heuristic for diagnosis of memes and their impact upon organisational culture and execution of the mission. Potentially, using this dual memetic engineering framework, managers may be able to calculate both the fitness and effect of the meme against existing and desired organisational culture and mission. It is argued that memetic engineering is a practical process for protecting the organisation from toxic memes and as a means of heightening awareness of potential threats in the cultural environment or the mindscape of the organisation.
Pech, R. and Slade, B. (2004), "Memetic engineering: a framework for organisational diagnosis and development", Leadership & Organization Development Journal, Vol. 25 No. 5, pp. 452-465. https://doi.org/10.1108/01437730410544764
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