Professor Sarah Freeman
BA 217-706
Managing in a Dynamic Environment
THREE LENSES ON ORGANIZATIONAL ANALYSIS AND ACTION
VIEW OF
ENVIRONMENT
Opportunities
and threats,
resources
KEY
CONCEPTS
Formal structure
and systems
KEY
PROCESSES
Grouping
(differentiation)
and linking
(integration)
Political
Power and
influence,
interests,
dominant
coalition
Conflict,
negotiation
Stakeholders
Cultural
Shared mental
maps, cultural
artifacts, values,
assumptions
Meaning and
interpretation,
legitimation,
rhetoric, vision
Social and
cultural network,
institutional
LENS
Strategic
Design
ROLE OF
MANAGER
Strategist,
organizational
architect
Forging
coalitions,
identifying and
leveraging
interests,
negotiating
Articulating
vision, symbol
of culture,
managing the
culture
STIMULI FOR
CHANGE
Lack of “fit”
between
environment and
strategy, lack of
“fit” between
organization and
strategy, lack of
internal
congruence
Shifts in
dominant
coalition or in
power of
stakeholders
BARRIERS TO
CHANGE
Inadequate
analysis
Challenges to
basic
assumptions,
contested
interpretations
Dominant
culture
Entrenched
interests