A process in an organization through which the highest decision maker forces some definition or action upon the organization, because of the lack of useful response of the members of the organization to some challenge.
In some extreme cases, it is the decision maker himself who is substituted, as in political or military coups. When the challenge is putting the organization in danger (or seems to do) the forced substitution is a quite common reaction. As the substitute authority has generally no better understanding than the one it replaces, the results are seldom satisfactory, specially in a long-term perspective, even if in some extreme cases it can be the only way to avoid great losses, or even total destruction. Forced substitution reflects indeed a very serious flaw in the organization.
In effect, the real and permanent challenge is to enable the stakeholders in the organization to understand and accept their responsabilities and give them the means to do so.
Only Generic Design (WARFIELD), or Unbounded Systems Thinking (MITROFF and LINSTONE), or Co-participative design (Fuschl Group), or similar methods of design or management can prevent this class of disorders.
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To cite this page, please use the following information:
Bertalanffy Center for the Study of Systems Science (2020). Title of the entry. In Charles François (Ed.), International Encyclopedia of Systems and Cybernetics (2). Retrieved from www.systemspedia.org/[full/url]
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