The evolutionary organization: avoiding a Titanic fate

Abstract

States that change is a topic of crucial concern to all organizations in these turbulent business times. Its impact increasingly leads to business demise, in spite of the wealth of information purporting to help managers solve change‐related problems. Contends that, in dealing with change, and ultimately in ensuring business survival, the mindsets of the organization’s managers are the most critical factor. Approaches influencing management thinking positively based on two simple notions: first, that the best way to deal with mindsets is to keep them from hardening; second, that by changing activities and tools we can change habits of thinking and learning. Calls an organization operating according to these principles an evolutionary organization (EVO). Illustrates that the EVO flourishes in the region of disequilibrium between an organization’s formative and normative operating modes. The key to maintaining this balance in the EVO is the judicious exercise of leadership and strategy. Explores literature relevant to the EVO and describes systemic initiatives designed to renew mindsets and confer high potential for business competitiveness. Illustrates the approach by detailing the case of a major financial service organization.

Citation

Smith, P.A.C. and Saint‐Onge, H. (1996), "The evolutionary organization: avoiding a Titanic fate", The Learning Organization, Vol. 3 No. 4, pp. 4-21. https://doi.org/10.1108/09696479610148109