ABSTRACT
The extensive literature on both job and organisation redesign focuses predominantly on the content of change. This chapter aims to demonstrate, through analysis of case studies, that there needs to be much more emphasis on the process of change. It focuses on the lack of adequate models of the process of change. Organisations themselves have to develop their own methods and models which fit their actual situation and their own circumstances. In order to develop solutions that are successful and enduring, the organisation has to be considered and analysed as a whole, paying equal attention to the economic, social and technical aspects of the system. On the basis of action research, the chapter discusses formulated five practical paradigms which have proved to be useful in job design practice within the Philips organisation. These paradigms are related to: diagnosis; prevention; learning; participation; and conflict handling.
