ABSTRACT
The management of organisations as socio-technical systems keeps getting more and more difficult – for short-term changes as well as long-term developments. This can be attributed to a mismatch between thought and reality – between the ways in which organisations are described and the ways in which they actually function. Organisations have for historical and psychological reasons been looked at one piece or part at a time rather than together as a whole, and events have been analysed as separate steps or sequences rather than as continuous streams. The result is a fragmented view that is inadequate for today’s change management.
