However, several concerns prevent us from wholeheartedly embracing this model. First, the model oversimplifies the process of change and suggests that change is linear. The reality is that change tends to be complex, interactive, and emergent. Second, the creation of the need for change deserves more attention. It is not merely a matter of moving i

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We often take for granted the systems we use to structure and coordinate work in our organizations. We assume they are natural ways of getting things done. But in reality, they are historical artifacts, shaped by the technological and social conditions of their times. The organizational chart, for example, was originally made to run railroads in th

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