[Change.Sup.3] (Change Cubed)
Tavis, Anna A., People & Strategy
Exactly a century ago, Albert Einstein confronted the world with disruptive innovation in physics, the discovery of Relativity. When first published, Theory of Relativity superseded a 200-year-old Theory of Mechanics created in the 18th century by Isaac Newton. Einstein's theory centered on the interrelationship between speed, mass, and energy eventually culminating in the formula, E = mc2.
In a nutshell, Einstein found that as an object approached the speed of light, c, the mass of the object increased. The object goes faster, but it also gets heavier. If it were actually able to move at c, the object's mass and energy would both be infinite. A heavier object is harder to speed up, so it's impossible to actually get to a speed of c.
A century later, the 21st century, speed and acceleration have surfaced again; this time as significant market forces. Brought up in business, politics and social sciences, speed is probably one of the most frequent descriptors used in conjunction with the discussions about organizational change.
The People & Strategy journal is no exception to the timely conversation about the speed of change. In examining change in the 21st century, we really need to better understand how the man-made organizations are evolving their new forms.
That is exactly the answer we set out to discover in this issue of People & Strategy. This special issue is our modest attempt at creating a milestone that captures change management thinking in organizations today. It is very much about the early 21st-century "as is" of change management thinking. And as much as we have examined changing change management practices, we have also played with future scenarios and have sketched out what might be coming next.
Our readers will find multiple perspectives and diverse change management models represented in these pages. …