Hello Respected Researchers and HR managers, In this section we will discuss about “Models of Punctuated Equilibrium“. It is very much important for a Researcher as well as HR Concern person/ manager to know the Models of Punctuated Equilibrium. If researcher or HR Manager could follow the Points accordingly,it would easier to reach the goal. Let’s have a look…
⇒ Tushman and Romanelli present a model of punctuated equilibrium, and offer three constructs which characterise their model: processes of convergence, where change is incremental and consistent with overall strategic orientation; processes of reorientation, where short periods of discontinuous change transform strategies, power, structure and systems; and finally, executive leadership, which is an essential component of successful change.
(1). Convergence, Reorientation, and Executive Leadership
- Organisations, during periods of convergence, make incremental modifications that are consistent with what business the firm is in and how it competes. This type of change will persist until performance falls to an unacceptable level, resulting from inconsistencies between orientation and environmental fit, or lack of alignment between activities supporting the strategic orientation.
- In order to enjoy success, Tushman and Romanelli argue, a firm’s strategic orientation must be consistent with internal and external political and economic environments.
(2). Periods of Deep Structure, Equilibrium and Revolution
- Gersick presents three main components of a punctuated equilibrium model: deep structure, equilibrium and revolutionary periods. Deep structure is presented as a set of managerial choices; these choices are made based on patterns that have been established between interrelated parts that make up units within the organisation, and are also reinforced by systems outside the organisation (competitive, regulatory, technological). Equilibrium periods are characterised by maintaining and carrying out choices that are part of the deep structure; incremental adjustments take place during this period. Revolutionary periods dismantle the deep structure, and new choices emerge out of a reconfiguration of units and patterns.
- Gersick stresses the interdependence of subunits within the organisation. This interdependence is identified as a primary source of resistance to change: managers will react to internal and external distress by making incremental alterations in an effort to avoid dismantling the deep structure, and managing revolutionary change. Gersick identifies the three primary barriers to change in human systems as cognition, motivation and obligation.
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