Shona Brown: Quotes about change

Shona Brown is businessperson. Explore interesting quotes on change.

Shona Brown: 14 quotes0 likes

“Coadaptation is the process whereby systems of related agents take mutual advantage of each other in order to change more effectively, yet still be adaptive in each agent's particular situation.”

Source: Competing on the Edge, 1998, p. 60

“In contrast to the punctuated equilibrium model of change, this inductive study of multiple-product innovation in six firms in the computer industry examines how organizations engage in continuous change. Comparisons of successful and less-successful firms show, first, that successful multiple-product innovation blends limited structure around responsibilities and priorities with extensive communication and design freedom to create improvisation within current projects. This combination is neither so structured that change cannot occur nor so unstructured that chaos ensues. Second, successful firms rely on a wide variety of low-cost probes into the future, including experimental products, futurists, and strategic alliances. Neither planning nor reacting is as effective. Third, successful firms link the present and future together through rhythmic, time-paced transition processes. We develop the ideas of "semistructures," "links in time," and "sequenced steps" to crystallize the key properties of these continuously changing organizations and to extend thinking about complexity theory, time-paced evolution, and the nature of core capabilities.”

Source: "The art of continuous change", 1997, p. 1; Abstract

“Complexity theory began with an interest u how order spring from chaos. According to complexity theory, adaption is most effective in systems that are only partially connected. The argument is that too much structure creates gridlock, while too little structure creates chaos. A good example would be the traffic lights in a city. If there are no lights, traffic is chaotic. If there are too many lights, traffic stops. A moderate number of lights creates structure, but still allows drivers to adapt their routes in surprising ways in response to changing traffic conditions. Consequently, the key to effective change is to stay poised on this edge of chaos. Complexity theory focuses managerial thinking on the interrelationships among different parts of an organization and on the trade-off of less control for greater adaptation.”

Source: Competing on the Edge, 1998, p. 14

“In our work in fast- changing markets, we often see that time pacing helps managers avert the danger of changing too infrequently. By setting a regular pace for change, managers avoid becoming locked into old patterns and habits.”

Source: Competing on the Edge, 1998, p. 67