The continuity-and-change model of enterprise progression, based on compelling empirical evidence is essentially descriptive. Explore the idea that continuity-and-change should actually be considered prescriptive because enterprises simply cannot cope with continuous change. Or does equally compelling evidence exist for the feasibility of dynamic, continuing change?
What will be an ideal response?
Comparatively few enterprises appear capable of sustaining rapid, continuous change indefinitely.
Those that do, notably in high technology sectors usually experience a high level of staff burnout
from the stress on individuals. High turnover rates owing to stress or frustration when personal
dynamism is not fully appreciated are common, sometimes creating competing, spin-off enterprises
in consequence. These dynamic enterprises usually have quite exceptional, driven people in the top
executive team and they tend to foster these qualities in recruits. More generally, the evidence
suggests that the majority of enterprises need time to consolidate the effects of significant change in
one domain before they are ready to contemplate change elsewhere. When circumstances do not
allow this ‘luxury’, crisis is likely to result. For this reason, continuity and change can be argued to
be prescriptively and pragmatically valid, although far from being a universal truth.
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