Proposal for Creating a Pocket of Innovation and Adaptability Within a Bureaucratic Enterprise

A conceptual framework is developed that is based on a behavioral model for organizations that rely upon innovation and adaptability for their survival in the market place. The model supports the assertion that change efforts aimed at performance improvement need a systems approach because contributions to an organization's performance cross functional lines and are systemic in nature. The model implies four conclusions for a unit trying to effectuate change within a greater bureaucracy. First, the desired behaviors are currently neither evaluated nor rewarded enough by either the enterprise or the local unit. Second, the model has to be applied to the local unit, treating the unit as a distinct enterprise itself. Third, a misalignment between the unit's new form and that of the rest of the enterprise will invariably be created. Fourth, this misalignment has to be minimized enough by the local unit to avoid the larger enterprise from responding negatively to the change effort. The mode l results in a change approach that constrains localized behavior modification by the need to remain aligned with the overall structure of the complete enterprise. The conceptual framework is used to develop a proposal for effectuating behavioral change within the High-Level Waste (HLW) Program at the Idaho National Engineering and Environmental Laboratory (INEEL). A ''strawman'' involving a set of critical systems, performance and evaluation measures, and tactics is presented as a starting point for further discussion and development within the Program organization