Reprogramming. Observed with social systems theory. An introduction

Purpose This introductory article develops reprogramming as a systems-theoretical perspective on organisational change and frames the 10 contributions to the special issue “Reprogramming. Observed with social systems theory”. Design/methodology/approach The article develops a conceptual synthesis of social systems theory, focusing on organisations as systems of decision communication, decision programmes, functional differentiation and organisational multifunctionality. The ten contributions are presented as cases illustrating different forms, limits and consequences of reprogramming. Findings Reprogramming is distinguished from organisational change in general as the revision of programmes that condition subsequent decisions. It may be incremental, path-dependent, contested, resisted or recursively automated and is not inherently progressive. Across the cases, a central issue is whether reprogramming preserves or forecloses organisational and societal alternativity. Practical implications The perspective shifts attention from announced change initiatives to whether decision premises have actually changed and to how organisations can preserve the revisability of programmes under conditions of functional plurality and technological uncertainty. Social implications Treating programmes as revisable highlights the risks of ideological or totalising reprogramming and the importance of preserving functionally differentiated alternatives in modern society. Originality/value The article conceptualises reprogramming as organisational change applied to the conditions of organisational change. It connects social and computational programming and identifies the preservation of programmability and alternativity as central problems of organisational change.