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Radical change accidentally: the emergence and amplification of small change

Plowman, Donde Ashmos - ; Baker, Lakami T. - ; Beck, Tammy E. - ; Kulkarni, Mukta - ; Solansky, Stephanie Thomas - ; Travis, Deandra Villarreal - ;

A decision to offer breakfast to homeless people led to radical change in a church and its environment. Existing theories of change do not fully explain observations from our qualitative study; however, complexity theory constructs suggest how and why such change emerged. We offer four key findings. First, the radical change was unintended, emergent, and slow. Second, destabilizing conditions helped small changes to emerge and become radical. Third, subsequent actions amplified an initial small change and, though not intended to do so, promoted radical change. Finally, the dynamic interaction of amplifying actions, contextual conditions, and small changes led to continuous radical change.Printed Journal


Ketersediaan

Call NumberLocationAvailable
PSB lt.dasar - Pascasarjana1
Penerbit: The Academy of Management
Edisi-
SubjekOrganizational change
Organizational sociology
management case studies
Chruch work with the homeless
Homeless persons
Change agents
ISBN/ISSN14273
Klasifikasi-
Deskripsi Fisik-
Info Detail Spesifik-
Other Version/RelatedTidak tersedia versi lain
Lampiran BerkasTidak Ada Data

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