PROBLEMS AND PARADOXES IN A MODEL OF PUNCTUATED ORGANIZATIONAL-CHANGE

A simulation model that formalizes the conventional theory of punctuat ed organizational change highlights a problem: under a wide range of c onditions, organizations appear to fail following reorientation. I pro pose additions to the theory to account for punctuated transformation. The first adds a routine for monitoring organization-environment cons istency; the second is a heuristic that suspends change for a trial pe riod following a reorientation. I show the necessity of the trial peri od in simulations demonstrating that, while external events may set th e pace of organizational change in some environments, under turbulent conditions successful change requires internal pacing, which suspends performance evaluation for a period following a reorientation.(.)