Question #1

How can the notion of trialectics lead to discourses that are not generated by managers? How can this have an effect on the ability to control change?

The notion of trialectics can lead to discourses that are not generated by managers in several ways. Trialectics notion depends on three axioms, such as: the axiom of mutation, the axiom of circulation and the axiom of attraction. The axiom of mutation depends on material manifestation points, equilibrium, mutation, attractive and actives. Using this concept, organizations are viewed as not static, but as independent network of individuals, groups and inter-organizational dynamics of interactions (Ford and Ford, 1994). The axiom of circulation argues that dynamic tension in ideas is not a function of internal contradictions, but a cyclical flow of energy between things. Axiom of attraction argues that all material manifestation points are attracted up or down to other material manifestation points. According to trialectics, change occurs through attraction, and thus employees will only welcome a change that they feel will benefit them. This notion argues that changes in an organization will not succeed just because the organization pushes or pressures for these changes (Ford and Ford, 1994). This can lead to discourses that are not generated by managers.

 According to trialectics, the change process involves establishing the desired result, identifying the active and attractive process, and lastly, identifying the function that can make the active and attractive process produce the desired result. A manager may feel that employees need to work extra shifts in order to improve the number of customers that they serve. However, on the employees’ side, this may not be attractive and they may feel that it may not benefit them, since they will overwork. This may lead to discourses, as employees may feel that managers only care about their own success. This may create multiple stories within the organization, and different employees will have different views on what the intentions of the manager is for implementing this change (Beech, MacPhail and Coupland, 2009).

The discourse generated by trialectics may affect the ability of managers to control change. This is because the employees may form different groups with their own ideas on what is attractive to them about a particular change. It may be, therefore, difficult for the manager to try and convince all the employees that a particular change would be beneficial to them, since they would all be tied to their own ideas and stories (Beech, MacPhail and Coupland, 2009).

Question #2

Describe how trialectics can fall short of capturing the state of flux that organisations encounter in reality, citing examples from your own organisations if applicable.

Organizational flux refers to the external and internal pressures that an organization experiences, as well as the relationship that this fluidity has to the behavior of the organization with regards to change. Trialectics can fall short of capturing the state of flux that organization’s encounter in several ways. Trialectics claims that employees have to find something attractive in a proposed change, so that they support it. According to this theory, employees will not support a change if there is nothing active or attractive about it, or if a function that relates to something that is active or attractive about a desired result is missing (Ford and Ford, 1994). High inflation rates may increase the operating costs of a company. This may cause deficit in the operating cash flow of a company. The organization may be forced to reduce the number of its staff in order to remain profitable in the market and sustain its operations. However, trialectics may not welcome this change, since they may believe that the change will not be in their best interests and may cause them to lose their jobs. Furthermore, in trialectics, employees may have different goals compared to the management. Employees may be concerned with short-term profitability of a firm in order to receive benefits, especially where payment is tied to profitability. However, the management may be concerned with long-term profitability of a firm, so that it ensures that the firm’s going concern is certain. This may create conflict of interest, and thus employees may not welcome any change proposed by the management due to external or internal pressures.

This situation affected our organization. Due to the increase in competition in the private equity investments markets, we knew we had to come up with strategies that would make more clients to seek investment services from our company. The problem was that since we had not allocated enough funds for product promotion and marketing, the economic recession could not allow us to create public awareness, as we had hoped. The management of our firm proposed that we reduce expenditure allocated to our overseas investment plan and use this money to increase public awareness about our products. However, the committee managing the plans for overseas investments did not support this move, since they argued that it was not attractive to them, as it would hinder their goal of becoming a multinational private equity firm.

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