Transformational Change Using Stratified Systems Theory

Philip Lewis

International Journal of Public Administration, 2007, vol. 19, issue 6, 801-826

Abstract: It is argued that leaders and other change agents will be able to transform organizations and the members of organizations only if they possess compelling explanatory frameworks for viewing organizational behavior, structure and dynamics. To illustrate this point, the stratified systems theory of Elliott Jaques is presented in the context of an organizational intervention. The “vision” promoted by stratified systems theory enabled an outside consultant to transform the leadership of an ailing social services agency and was useful in explaining the inability of the organization’s administrator and board of directors to act transformationally during a period of rapid change

Date: 2007
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DOI: 10.1080/01900699608525121

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