To read the full version of this content please select one of the options below:

Intervening in the shadow systems of organizations: Consulting from a complexity perspective

Patricia Shaw (Complexity and Management Centre, University of Hertfordshire, Hertfordshire, UK)

Journal of Organizational Change Management

ISSN: 0953-4814

Article publication date: 1 June 1997

Downloads
5067

Abstract

Suggests that consultants have tended to understand organizational systems in terms of organic metaphors of equilibrium adaptations between system and environment. Examines the implications of ideas from the study of complex adaptive systems that suggest that living systems co‐evolve to far‐from‐equilibrium conditions, “at the edge of chaos”. Takes this perspective for understanding the interactions occurring simultaneously in an organization’s designed or formal network of relationships, and in its self‐organizing or shadow networks. Provides illustrations from the author’s consulting practice to suggest how such a perspective may inform OD intervention in organizational culture change.

Keywords

Citation

Shaw, P. (1997), "Intervening in the shadow systems of organizations: Consulting from a complexity perspective", Journal of Organizational Change Management, Vol. 10 No. 3, pp. 235-250. https://doi.org/10.1108/09534819710171095

Publisher

:

MCB UP Ltd

Copyright © 1997, MCB UP Limited