Abstract
Organizational managers frequently need to find ways of legitimizing inactivity or resistance to change. Traditional anti-change ideologies (e.g., laissez-faire) no longer serve as effective legitimizers. The systems approach can be easily adapted to this purpose by distorting and reinterpreting the basic principles of systems thinking. This reinterpretation, which we refer to as systemic inactivism, is analyzed in detail in this paper.
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