A Structure for Change
- 1 November 1978
- journal article
- research article
- Published by SAGE Publications in Human Relations
- Vol. 31 (11) , 957-983
- https://doi.org/10.1177/001872677803101103
Abstract
The boundary of the planning process of a hospital department of diagnostic radiology that had formed around the dominant coalition in the traditional way had been maintained even though the process had become less effective as a result of changes in boundary conditions. Through an intervention program new boundaries were created to enable all staff to participate in the planning process. It was shown that for the effective and durable participation of staff in change the boundary conditions of the planning system had to be substantially different from those of the resource-conversion system. Tested over a period of more than S years, the new design appears to have many advantages and may also have wider application.Keywords
This publication has 10 references indexed in Scilit:
- Worker Participation in the Dynavac OrganizationJournal of Industrial Relations, 1976
- Alternatives to hierarchiesPublished by Springer Nature ,1976
- Socio-Technical Systems in Weaving, 1953-1970: A Follow-up StudyHuman Relations, 1975
- Towards a Political Theory of Organizational InterventionHuman Relations, 1975
- Planning for Existing Markets: Perceptions of Executives and Financial PerformanceJournal of the Royal Statistical Society. Series A (General), 1975
- Participation at VolvoJournal of General Management, 1974
- Mltiple Decision-making Structures in Adapting to Environmental Uncertainty: The Impact on Organizational EffectivenessHuman Relations, 1973
- A concept of corporate planningLong Range Planning, 1970
- Quality and acceptance of problem solutions by members of homogeneous and heterogeneous groups.The Journal of Abnormal and Social Psychology, 1961
- Homogeneity of member personality and its effect on group problem-solving.The Journal of Abnormal and Social Psychology, 1959