TITLE

RADICAL CHANGE ACCIDENTALLY: THE EMERGENCE AND AMPLIFICATION OF SMALL CHANGE

AUTHOR(S)
PLOWMAN, DONDE ASHMOS; BAKER, LAKAMI T.; BECK, TAMMY E.; KULKARNI, MUKTA; SOLANSKY, STEPHANIE THOMAS; TRAVIS, DEANDRA VILLARREAL
PUB. DATE
June 2007
SOURCE
Academy of Management Journal;Jun2007, Vol. 50 Issue 3, p515
SOURCE TYPE
Academic Journal
DOC. TYPE
Article
ABSTRACT
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.
ACCESSION #
25525647

 

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