Chaos : Applications In Organizational Change by Fitzgerald, Laurie A.; Eijnatten, Frans M. van

By Fitzgerald, Laurie A.; Eijnatten, Frans M. van

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Is antithetical to an integral culture’’ due to the proclivity of self-absorbed narcissists to ‘‘. . strenuously resist communion’’ or in a term more apropos to this discussion, connectivity. Further, the habitual use of monological methods by change agents only serves to undermine human connections so essential to the sustainability of the system. If we are to succeed in evolving beyond the current state of organizational fragmentation, the constituent ‘‘parts’’ must learn to engage with each other in a context of shared meaning and purpose.

141) has referred to this phenomenon as a ‘‘. . ’’ He goes on to posit that the ‘‘. . personality system can preserve its identity only by means of defensive strategies that are detrimental to participating in social interaction . ’’ therefore explaining the behavioral similarities of a feral animal and a human participant in the context of the ESP. As long as exteriors are deemed the ‘‘real’’ reality, people will grow ever more self-absorbed and subsequently, less able to enter into authentic dialogical relationships with others.

However, this pillar of quantum physics needn’t be embraced on the basis of faith alone. The well-documented dynamic of ‘‘sensitive dependence on initial conditions’’ that has been shown to characterize systems ranging from amoeba colonies to human societies should be sufficient to dispel any lingering doubts about the essential connectedness of the organization. ’’, MIT’s Lorenz cautioned meteorologists to temper the certainty of their weather forecasts. Using computer simulations, he was able to show that a small difference in an initial condition will ‘‘spread’’ through the system and eventually give rise to large differences in outcome.

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