Kaplan & Norton suggest techniques for implementing strategies without disrupting organizations. Provide examples from your work experience of disruptive and non-disruptive strategy implementations. Were the strategies that did not disrupt the organization deliberately designed so as not to be disruptive? Is it sometimes appropriate even necessary to design strategies with the intention of disrupting organizations? Can implementing disruptive strategies constitute a strategy for organizational change? How do disruptive strategies impact middle managers? Section 2 What is organizational design? How is it like and how unlike design of a manufacturing process (for example, automobile production)? [You might wish to consider Jeanne Liedtkas arguments here (In defense of strategy as design).] Organizations have both formal and informal (tacit) structures. How can we predict the effects of calculated and deliberate organizational change on informal networks and structures? How can we mitigate against unanticipated and unintended consequences of organizational redesign? Section 3 Characterize the culture of the organization in which you work. How does this culture affect the work of middle managers? Have you experienced deliberate interventions by senior management that were intended to refocus, refine or revise the culture of an organization? To what degree were these interventions successful or unsuccessful? Why? [See textbook assignment and linked websites for background.]