ABSTRACT
Resources imported to release the straitjacket imposed by resource inadequacies bring with them constraints on the discretion of the recipients of the very kind from which strategies for lifting constraints are intended to free them. Lenders, for example, begin to worry about their loans, and to intervene in the operations of the borrowers when the policies of the borrowers seem to jeopardize the lenders' interests. Organizations that elicit 'gifts' (whether freely given or extorted) may likewise find themselves in the grip of their 'benefactors'. In a sense, then, organizational change is a self-limiting process. The constrictions generated by the strategies for change are uniquely tied to those specific strategies. The architecture and procedures and policies of organizations are determined in large part by each organization's setting. Indeed, this relationship is precisely what is described by the term 'adaptation'. An organization adapts largely by fitting itself to its surroundings.
