Deciding to Adapt Organizational Architecture: Facilitators and Inhibitors to Change
Hocevar, Susan P.
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The purpose of this paper is to examine the factors that contribute to the decision to initiate change in organizational structure. The Adaptive Architectures for Command and Control (A2C2) research in 1997 examined, in part, the willingness of planning groups to choose to operate in an organizational structure different from the one in which they had prior experience. The experiment involved nine six-person teams each simulating a "Joint Task Force" conducting a complex military operation involving land, sea and air assets. (See Benson et al. (1998) for details on the conduct of this experiment.) The data reported in this paper are derived from planning sessions conducted by each team in which they were to analyze and choose among three alternative organizational architectures. The focus of the analysis conducted is on the decision making processes and the criteria the planning groups used in comparing the alternative organizational structures. Theoretical models that define processes for diagnosing need for change as well as specific "driving" and "restraining" forces for change provide parameters for analyzing the decision process data.
Proceedings for the 1998 Command and Control Research and Technology Symposium Command and Control for the Next Millenium June 29-July1, 1998 Naval Postgraduate School Monterey, California Track 1 Architectures
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