¶ … Nonethless if I had to choose a theory that I consider valuable due to its manifold applications, I would single out Weick and Quinn's (1999) theory of episodic change. According to Weick and Quinn, organizational change can be perceived in two ways: (1) Episodic change where there is an unfreeze-transition-refreeze sequence, and (2) Continuous change, which follows the freeze-rebalance-unfreeze sequence. Much depends on the perspective of the observer. From a distance when participants of the organization perceive the flow of events that constitute the life flow of their organization, they may see what appears to be repetitive action interspersed with inertia, and the occasional spurt of change. These observers would define their organization as experiencing episodic change. On the other hand, participants zoning closer would discern patterns of continuous ongoing adjustment and adaptation and the frequent small changes and gradations introduced by the peak of revolutionary change. In this way, the change is frequent and continuous, and this later category of observers would perceive their organization as having undergone frequent and continuous organizational change. Leaders can use this insight to slant employees -- and stakeholders' perception of change. I found this theory valuable in that so much depends on metaphor and on the way we slant situations. Weick and Quinn apply it to organizations. I think we can apply it to almost any personal and social situation. B. What was covered that you, other stakeholders, or your business can generally benefit from?

The coke case made an impression on me and I think that stakeholders and myself can benefit from application of the knowledge that howsoever salubrious Porter's popular model may be in assessing a company, other strategies -- such as Barney's VRIO model that stands for an internal assessment of questions of value, rarity, imitability, and organization -- can help in providing an alternate perspective....

Coca-Coal itself may be successful in that it meets most, if not all, of the VRIO requirements, whilst the industry may be falling to pieces when compared to Porter's positioning. To instantiate: Coke's advantages center around a number of firsts: being the first to enter the field; the first to make contacts with various major restaurant chains; the first to introduce itself in various countries. All of this helped it to succeed in such an impressive manner. Its disadvantages include the fact that its product is easily imitable by competitors and those competitive prices and products succeed in reducing its appeal.
It is particularly during eras of change that culture can become an emergent issue, For instance when companies merge, or when a company is forced to deal with periods of change. Corporate culture can have a huge impact on the ethos and work output of the company but corporate culture can be tricky to pin down. Were I ever to involve myself in organizational change or involved in some manner that would necessitate my analyzing the company's culture, Johnson's (1992) web of culture would help me by providing some ethnographic tool with which to do so. Observance of the stories, the ritual and routines, the symbols, the organizational structure, control systems, and power structures of the organization would give me a general layout as to its character.

C. How will what you have learned impact you personally and professionally?

The war between Coke and Pepsi illustrates the chase and the necessity of being open to opportunity and here we come onto the difference between analytical / planned and emergent approaches. When you fly by the set of your pants vs. planned approaches. With planned approaches top management devises the strategy middle management 'fleshes' it out more, whilst management actively involved with the organization and employees implement it. It has both its advantages and disadvantages: advantages in that…