TY - JOUR
T1 - Systemic inactivism
T2 - A modern form of laissez-faire thinking
AU - Sachs, Wladimir
AU - Calhoun, George
PY - 1981
Y1 - 1981
N2 - Organizational managers frequently need to find ways of legitimizing inactivity or resistance to change. Traditional anti-change ideologies (e.g., laissez-faire) no longer serve as effective legitimizers. The systems approach can be easily adapted to this purpose by distorting and reinterpreting the basic principles of systems thinking. This reinterpretation, which we refer to as systemic inactivism, is analyzed in detail in this paper.
AB - Organizational managers frequently need to find ways of legitimizing inactivity or resistance to change. Traditional anti-change ideologies (e.g., laissez-faire) no longer serve as effective legitimizers. The systems approach can be easily adapted to this purpose by distorting and reinterpreting the basic principles of systems thinking. This reinterpretation, which we refer to as systemic inactivism, is analyzed in detail in this paper.
KW - Dynamic conservatism
KW - Inactivism
KW - Laissez-faire
KW - Systems approach
KW - Systems planning
UR - http://www.scopus.com/inward/record.url?scp=84974767749&partnerID=8YFLogxK
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U2 - 10.3233/HSM-1981-2307
DO - 10.3233/HSM-1981-2307
M3 - Article
AN - SCOPUS:84974767749
SN - 0167-2533
VL - 2
SP - 191
EP - 198
JO - Human Systems Management
JF - Human Systems Management
IS - 3
ER -