ORGANIZATIONAL CHANGE: THE SUBSTRATE-INDEPENDENCE THEORY Academic Article

abstract

• This article provides a new perspective on organizational change by utilizing the substrate-independence theory. The substrate-independence theory utilizes constructor theory from the field of physics, concepts from information theory, and counterfactuals from science to identify, map, and address organizational change. The concepts presented in the current article highlight the initial steps in mapping one's landscape that include the environment and its constraints and barriers. These maps become information in real-time that aid organizational leaders and practitioners navigate ambiguity and complexity. The substrate-independence theory adds to the field of sense-making to help close the gap between the unknown and the known.

authors

• Turner, John

published proceedings

• Performance Improvement Journal

author list (cited authors)

• Turner, J. R., & Thurlow, N.

complete list of authors

• Turner, John R||Thurlow, Nigel

publisher

• International Society for Performance Improvement  Publisher

published in

• Performance Improvement  Journal

Digital Object Identifier (DOI)

• 10.56811/pfi-22-0010

start page

• 94

end page

• 101

volume

• 62

issue

• 3