Emerging Assumptions About Organization Design, Knowledge And Action

  • Alan Meyer Charles H. Lundquist College of Business, University of Oregon
Keywords: Organization design, actionable knowledge, design thinking, evolutionary experimentation, non-linearity, emergence

Abstract

Participants in the Organizational Design Community’s 2013 Annual Conference faced the challenge of “making organization design knowledge actionable.”  This essay summarizes the opinions and insights participants shared during the conference.  I reflect on these ideas, connect them to recent scholarly thinking about organization design, and conclude that seeking to make design knowledge actionable is nudging the community away from an assumption set based upon linearity and equilibrium, and toward a new set of assumptions based on emergence, self-organization, and non-linearity.
Published
2013-12-12
How to Cite
Meyer, A. (2013). Emerging Assumptions About Organization Design, Knowledge And Action. Journal of Organization Design, 2(3), 16-22. https://doi.org/10.7146/jod.15576
Section
Case Commentaries