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Organizations are described as collective groups of people facilitating cohesion within defined borders by accepting specific entry requirements within their borders. These borders can be interrupted either internally or externally. Once the borders are open death can occur, according to Kaufman.

Member attrition, the inability to manage resources and personality dissensions (suicide) are symptoms of impending problems. Organizations may or may not be self-sustaining and normally engage in exchanges of mutual benefits. Additionally, sub organizations can develop that promote special interests. Changes in the environment, as stated by Kaufman, influence the reduction of factors necessary for survival.

Perceived inequities in the exchange of benefits, member turnover and the resistance to change contributes to an organization’s death. Rates of change, according to Kaufman, are not constant and may be visually imperceptible, yet have a cumulative effect.

As decades change so does the homogenous composition of the organization. Within the overlapping environment of organizations are influences that affect the support, will, and intent of organizations. One of the greatest threats to organizational longevity is other organizations.

Changes associated with the expansion of boundaries empower organizations to redefine managerial structure and substitute activities required to achieve goals previously sought prior to border expansion. Internal and external threats are managed by increasing the levels of centralization.

Subsequent attempts to increase immunity from external threats while solidifying influence over members increases the chance that influences will compete and clash. Required adjustments and strategic calculations are designed to match cumulative environmental changes.

Attempted changes are often carried out in a manner that negates effective change. Consensus building is hampered by zero-sum posturing among members. Personal biases filter the reception of quality decisions which may or may not be acknowledged by members.

These conditions increase internal volatility. Covert resistance brings organizations closer to the situational threat than to solutions proposed. Figuring out adjustments is never easy even though failure to adjust accounts for organizational failures. So, how do organizations continue?

Change according to Kaufman, comes with time and leads to structural alterations and the assembly of new alliances. Chance and probability supersede the influence of personnel, talent, leadership and available resources. Additionally, statistical probability must be recognized as a contributor to success or failure.

The ability to withstand change is reduced by the over committal of resources to produce specific outcomes. Resources and diversification are linked. When diversification is used to counter environmental threats costs are incurred in resources and unity. Over time, the ability to generally apply resources throughout an organization increases the chance for survival. Changes are also initiated in the overlapping jurisdiction of organizations.

End of part 1 of 2.

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