Thompson’s Four Hypothesis of Organisational Change

The four hypotheses of Thompson (1995) are recalled as follows. Method success The further case study suggests that the assumption of organizational change using a participatory approach to ensure bureaucratic survival does not apply to GSDA cases. Due to the government's financial crisis, organizations will not face the threat of shrinking the scale of bureaucracy.

My hypothesis - probably not new - an organization is like a building. Some of the organization needs to be like a load bearing layer of the building - so the change is slow - the rest of the organization looks like the outer layer and needs to change faster and sometimes very quickly. For example, consider exchanging fixtures, fittings, or furniture in the building. If a part of a rapidly growing organization contacts a part of a slowly growing tissue, there is a friction in the organization's transformation. This addresses the ones that need to grow rapidly because the organization creates unnecessary bonds between the parts of the tissue that need to change at different rates or because the tissue needs to grow slowly It is because it is.

In 2008, I understood the evolutionary cycle of change (peace, war, and miracles) from the concept of evolution. By 2011, we not only anticipated this change, but also saw a new generation of up and coming. Since we do not know whether they will succeed or not, I say "germination". That turned out they were just a story. Currently I would like to add some improvements to these models.