The basic nature of a living social organism is naturally more fundamental, deeper in the hierarchy, and therefore much more powerful than business work processes, financial systems, business strategy, vision, supply chains, information technology, lean manufacturing, marketing plans, team behaviour, corporate governance. All of these phenomena are important. But they are less fundamentally important than the basic nature of organisations as living social organisms. This critically important reality must be where any intervention starts. When this occurs, the intervention has a chance of working. To enable this managers must be able to combine their knowledge of the above systems with response ability. If we look at Figure 1, it demonstrates the fine balance required by a manager to remain agile, allowing him/her to manage a changing organisation whilst taking into consideration the infrastructure of the organisation. Agility is an important skill for a manager to possess, if he/she is able to reach this point then they are more likely to be manage change efficiently. Fig. 1 (Schneider, B. 1997.) Whether a particular change will work or not is related to the extent to which the idea behind it takes constant process of patterned change into account. Determining where an organisation has been, where it is currently, and where it is primarily poised to go next is critically important before any "change" is attempted. Indeed, what managers must do is discover the unique patterns and processes - and then work to influence them in a manner that helps the organisation to help itself function more efficiently and effectively. The pattern of dynamic relationships at the organisation level is culture, which explains why organisational culture is so powerful. So powerful, in fact, that its impact supersedes all other factors when it comes to organisational change (Kotter & Heskett, 1992 in Schneider 1997).
