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  • anilpod shared from The Corporate Culture Survival Guide (J-B Warren Bennis Series) by Edgar H. Schein
    Senior management also must realize that, if elements of the culture may require change, a temporary parallel structure will be needed because it is often too painful for everyone in the organization to give up a shared assumption in favor of an unknown substitute or to learn some new and untested behavior. The essence of this concept is that some part of the organization must become marginal and expose itself to new ways of thinking so that it can be objective about the strengths and weaknesses of the existing cultural elements and examine how these will aid or hinder the changes to be made....
    Note: Ed Schein on managing corporate culture change through "parallel learning systems," i.e. sandboxing.