Organizational Frame Bending: Principles for …

Academy ol MMingement EXECUT)Vt, 1989, Vol. III. No. J, pp. 194-2O4 Organizational Frame Bending: Principles for managing ReorientationDavid A. NadierDelta Consulting Group, New YorkMichael L TushmanGraduate School of Business, Golumbia UniversityOne of the hallmarks of American business in the pastdecade has been the attempts by large organizationsto manage large-scale planned change. In some cases AT&T, Chrysler, and Apple, for example the efforts havebeen dramatic and have captured public attention. Othercases, such as Corning Glass, Xerox, Citicorp, and GTE, havereceived less attention, but the changes have been no concept of planned Organizational change is notnew; but this most recent generation of changes is some-what different from what has gone before. First, they typi-cally are initiated by the leaders of organizations rather thanconsultants or human resource specialists (although theyhave played significant roles in some cases).

Organizational Frame Bending: Principles for Managing Reorientation Fxhibit 7 Organization Model ' / Work X Informal Structure & Process > People \ Formal

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