Theories of Organizational Change as Assemblages

Most observed processes of organization change far exceed the explanatory capabilities of any one theory. As the handbook chapters have shown, organization changes unfold in complex ways at multiple embedded levels over time on many interrelated issues, and involve multiple agents with diverse sensemakings, emotions, and actions. How are we to explain this complexity? This is a paradox for theory builders. On the one hand our theories must be accurate enough to explain the complexity, yet on the other hand simple enough to understand and guide behavior. We attempt to address this paradox by proposing a few simple models that are useful for explaining general patterns, and then to unpack and reconnect these models as assemblages or modules for addressing different contexts and shifting conditions in organization change processes.