ABSTRACT
Caregiving organizations are subject to pressures to change what and how they provide for careseekers. Changing client populations, regulations and policies, and markets force leaders to develop and implement new strategies. Serious errors, intergroup conflicts, leadership successions, and other disruptions of organizational life press people to change how they work. Organizations must thus adapt to new realities in their social, political, economic, or cultural contexts or within their own interiors. If these new realities are not worked with in some useful way – confronted, figured out, integrated, managed – organizations and their members will struggle. Old strategies for attracting and retaining careseekers will no longer be effective. Difficult issues within and between units will grow more complicated and fracture organizations. Careseekers’ needs will be met less effectively.
