Changing Loosely Coupled Systems

Abstract

In addition to comparing and contrasting loosely coupled systems with tightly coupled systems the purpose of this article is to explore the complexities of attempting to change loosely coupled systems. The change process is often in the direction of tightening a loosely coupled system but not always. Thus the intent is more exploratory than necessarily directional. Social network analysis is a popular and useful tool for understanding a loosely coupled system and serves the consulting process both diagnostically and as an intervention. A network is a common example of a loosely coupled system. There are two primary forms of network—external and internal. External networks are typically stand-alone organizations such as the Organization Development Network and internal networks are best understood as the informal organization within a large and probably highly bureaucratic system. Regarding change the objectives are different depending on which kind of network is being addressed. Other interventions that are appropriate for consulting with a loosely coupled system include large group, for example, search conference and the parallel organization. Using Weick’s processes as a guide for changing a loosely coupled system suggestions for how to conduct such consultation are provided. Conclusions include a brief exploration on power and an admonition to redress the imbalance between what we know about changing tightly coupled systems and what we do not know about changing loosely coupled systems.