Organizational Change Model in a Geometric Framework

Abstract

Geometric strategy is an evolving academic discipline revealing considerable use in practice. It is useful across a broad spectrum of disciplines including those in genetics, advanced technologies, and business. Studies in geometric strategy extend into fields of spatial architectural designs (Pottman, 2009), genetic structures and behavior patterns (Klingenberg, 2001), and global marketing economies (Oestreicher, 2012). It is a mechanism for modeling complex characteristics that may have been conventionally detached from traditional analytic methods and protocols. Zeleny (2010) forwards the notion that strategic practices need to transform from a descriptive archetype to a strategy of reliability with measurable action. What is unique about this discipline is that the delay from research activities to industrial usage has decreased dramatically. This may be due to the fact that patterns and geometries are part of daily living, thereby necessitating acceptance on a different level than for other disciplines. The science of business is equally as complex. Management science is replete with theories on issues of managing human capital, team dynamics, behavioral psychology, relationships amongst groups, as well as many disciplines which drive commerce. Business systems have been developed to provide intuition at all levels of the organization. Bridging geometry and business strategy, although revolutionized several decades ago by McKinsey & Co., has been advancing in academia and practice to meet the ever-evolving demands of the marketplace. In this paper, a series of models are presented which integrate geometric strategies with an assortment of business characteristics within complex institutions. This proposal offers a clear set of visual models that can be adapted for use across a range of organization types. Moreover, because of the intrinsic design of adaptation, the models can be useful in quantitative and qualitative type organizations (Grassl, 2011; Sandelowski, 1995).