change

Diagram from George Siemens depicting change pressures. Siemens writes, " Change pressures arise from different sectors of a system. At times it is mandated from the top of a hierarchy, other times it forms from participants at a grass-roots level. Some changes are absorbed by the organization without significant impact on, or alterations of, existing methods. In other cases, change takes root. It then causes the formation of new methods within the organization."

He further states, "Initially these methods will be informal, as those aspects of the organization nearest to the change begin to adapt. Overtime, the methods significantly impact the organization, resulting in the creation of new structures and new spaces (an alignment to the nature of change). These structures and spaces then create new affordances—enabling the organization to change and adapt. The new affordances then create a new cycle of change pressures."

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