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Abstract

Change occurs at a rate quicker than most organizations can strategically respond. In fact, like any gambler, decision making in the current business environment is little more than playing the odds in some cases. Nonetheless, organizations attempting to succeed must try to minimize the chaotic element of decision making through the introduction of strategic thinking. Moving toward strategic thought can sometimes propel organizations into a synergistic spiral of decision making - where one decision reveals further opportunities. Likewise, organizations that fail to prepare for the chaotic will find themselves falling into a dissynergistic spiral where failure breeds even more failure. The paper addresses the basic concepts of organizational change and decision making theory, describes a model of strategic and chaotic change, and highlights the resultant synergistic and dissynergistic consequences.

Volume

2

Issue

1

First Page

70

Last Page

77

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© Fort Hays State University

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