Using Red, Green, Blue Color for Modeling Changes to Organizational Structures

Many theories have been developed that attempt to explain innovation-driven organizational transformation, each with their respective models. Most process models use geometric shapes to represent variables of interest, and lines and arrows to show effects and relationships. While these models are useful for illustrating direct causality, they are less useful for illustrating more complex interactions and transformations. We propose that a model of the organization that is metaphorically-based on the Red, Green, Blue color model used for computer display color generation can provide a useful way of identifying the state of organizational structures and for communicating subsequent changes to that state caused by external factors. A pilot study has been developed that applies portions of the model and demonstrates its potential for modeling technologydriven job transformation.