Reengineering management: A cognitive approach to reengineering

Changing the reigning culture, or the mode and commensurability of interpretative framework, of an organization is the most important and difficult part of business reengineering. In reengineering, it is not sufficient to redesign processes alone. All four points on the Hammer and Champy's business system diamond have to fit together, or the company will be flawed and misshapen. The essential purpose, or the result, of business reengineering is vertical as well as horizontal compression of jobs or tasks, which requires completely new attitude of employees. To succeed in business reengineering, organizations have to change their culture through double-loop learning. It is however, extremely difficult because the framework for interpreting experience is generally resistant to change. The purpose of this paper is to present a middle range theory on the most crucial point of reengineering and the unique contributions of computerized simulation in double-loop learning using my model.