1. Organizational Analysis
Patrick Pettyjohn
Shelley Stephen
Mengyuan Zhao
September 20, 2011
R621 Dr. Cho
Flux and transformation

2. Part 1 Define Major Logics of Change
Part 2 IllustrateLogicsthrough Borders Failure
Part 3 -Demonstrate Logics Use in Needs Analysis
Theoretical basis and paradigm characteristics
3. Autopoiesis Theory
Borders Bookstores
Started as homey, but large, bookstore in Ann Arbor, MI, staffed by book lovers.
Hired non-book people and narrowing selection without recognizing corporate identity change.
Relationship between systems and their environments
all living systems are organizationally closed, autonomous systems that reference only to themselves. ----Maturanaand Varela
Closure (Self-reference)
Autonomy
Conserve identity
4. Chaos and Complexity Theory
Borders Bookstores
Attractor of e-books readers ignored
Stayed with more dominant attractors -established mindsets and power bases
Tried surviving as discrete corporate entity
Patterns of activity can emerge from spontaneous self-organization
Randomness, diversity, instability
Attractors
Patterns
5. Mutual Causality Theory
Borders Bookstores
Good results with continuous expansion through the early 2000s reinforced positive feedback loop.
Achieved a level of growth that was unsustainable.
Change is enfolded in the strains and tensions found in circular relations
Positive and negative feedbacks loops
Contextual analysis
6. Dialectical Change Theory
Borders Bookstores
Opened a website for 2 years, sold it to Amazon, did not open another for 10 years.
Decision to not be an internet player embraced a polarized view rather than finding a way to live in internet world.
Change is the product of tensions between opposites
Opposing and contradicting forces in Taoism and Marxian Thinking
Innovation as creative destruction
7. Needs Analysis & Organizational Flux
Change is AWAYS possible!
Establish the source of performance gap
Internal of the organization.
Internal of the organizations closed self identifying system (i.e., market)
8. Gain Insider Perspective
Uncover, codify, make explicit, & reconstruct the factors which make up the closed self-identify system.
9. Make Explicit which is Implicit
Negotiate with the client for acknowledgement of the organization's current self-identifying system.
10. Moving toward a solution
Once the client and organization come to agreement of the current organizations self-identifying system the NAC can do the following:
Measure the costs, strength, and influence of each attractor within the self identifying system.
Conduct a series of thought experiments:
How would a new attractor reshape the current system?
Analyze the cost & benefits for anticipating new market trends.
11. Discussion Questions

How would you convince an egocentric organization (one which doesnt not consider their impact on the environment) to violate their own identity and seek to redefine themselves? 12. At what point does an organizations sacred cow (self-defining, and motivating vision based on previous system identifiers) become a mad-cow (malignant, diseased or outdated)? 13. How would you conduct a needs analysis if you didnt have access to the balance sheets, or C-level executives?