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Culturally Informed Evidence-Based Organizational Change and Development Through the Lens of Complexity Theory

Culturally Informed Evidence-Based Organizational Change and Development Through the Lens of Complexity Theory
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Author(s): Maria Cseh (The George Washington University, USA) and Beatriz Coningham (National Committee for Quality Assurance, USA)
Copyright: 2019
Pages: 15
Source title: Evidence-Based Initiatives for Organizational Change and Development
Source Author(s)/Editor(s): Robert G. Hamlin (University of Wolverhampton, UK), Andrea D. Ellinger (The University of Texas at Tyler, USA) and Jenni Jones (University of Wolverhampton, UK)
DOI: 10.4018/978-1-5225-6155-2.ch007

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Abstract

In this chapter, the authors apply the lens of complexity theory to explore evidence-based organizational change and development (EBOCD) in global contexts with external OCD consultants working with organizations located in a national culture other than their own. The authors' research and experience leads them to believe that, while OCD is practiced within the complexity of organizations, the addition of cross-cultural dimensions significantly exacerbate the contradictions and paradoxes OCD practitioners need to manage, making change initiatives and their results more unpredictable. The authors highlight the experiences of global OCD external consultants to illustrate this added complexity and discuss how practitioners should apply evidence in a complex, cross-cultural environment.

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