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Browse Articles by "Innovation and Entrepreneurship"
Title: Dynamics of Reinvention
Authors: S Ramnarayan, V Nilakant
Issue/Year: Jan-2006
Section: Perspectives
Abstract: Using a detailed case illustration, this paper first discusses how the first-order change differs from the second-order change in making demands on organizational actors to give up old beliefs, identities, power bases, and work methods. This requirement of mindset change makes second-order change far more difficult to implement. Reinvention is second-order change and unless the mindset changes are attended to, it can get mired in difficulties leading to its failure. This paper illustrates how the destination tends to remain fuzzy even when there is clarity in terms of the broad direction of the change effort. To deal with fuzzy destinations and pathways, effective conversations would be required to pool the information, ideas, and insights distributed across different parts of the organizations. This paper also explores the psychological boundaries that may play havoc with the flow of key ideas and insights across the boundaries.
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