Abstract
A parallel organization improves problem solving and decision making by liberating creative, rigorous inquiry blocked or unavailable in the formal organization. This article reports a study of a parallel organization unusual for its structure, size, and duration. Its outputs significantly affected a wide range of organizational policies in manufacturing, strategic planning, and human resources. Its structure, staffing, and process improved organizational practices, relationships, learning, and communication. The case provides a valuable extension and contrast to other cases and enlightens views of theory and practice.
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