Abstract
Most efforts to improve organizational performance focus on one type of directed or planned change in personnel (their composition, orientation, behavior, or attitudes), organizational structure or culture, or interorganizational relationships. The focus tends to be a targeted improvement with a single tipping point such as reacting to problems, rather than more broadly turning a low-performing organization into a high one or a good one into a great one. As we saw from efforts to develop enterprise awareness, a system, network, or enterprise is a structure with multiple tipping points. There are both time lags and gaps in a system or network that mask the impact of changes, as well as synergies among elements that impact one another.
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