The team-friendly organizational structure
a paradigm shift
The organizational structures that evolved in the 20th century were hierarchical and based on the specialization of labor, whereas today's organizations are becoming more project-based and cross-functional. As organizations change, their transition impacts human behavior by provoking fear and resistance to change. Fear can be assessed in four dimensions: uncertainty, instability, complexity, and beneficence. Change is resisted because of ingrained habit, resource limitations, and the perceived threat to power and influence. This article discusses organizational change in the context of psychologist Kurt Lewin's four-phase framework for understanding the change process, and M.R. Weisbord's six-box model for isolating problems, finding causes, and defining effective solutions. Changes not only occur from the top down, but are assimilated from the bottom up, requiring each individual to take personal responsibility for their own growth and development.