Scientific paper ID 2190 : 2022/1

Maintenance of the organizational flexibility is one of the important aspects of organizational functioning. This process classically is known as a process of adaptation. When addressing the adaptation we generally understand that it is s process with “positive charge”, leading to survival of the organization and its better performance. The question is if this is fully correct. In this perspective, the publication addresses the necessity of balance between management and organizational flexibility. The process of balancing is presented on the background of the organizational life cycle. Classically the process of adaptation tries to minimize the consumption of the resources necessary to achieve the desired goal of functioning. This inevitably leads to the tendency of transition to a “minimal necessary structure”. The risk comes if a dynamic and dramatic change of the system environment happens. In this case, it is possible not to have enough adaptability as a resource or structural components to support the transition process. Here the management skills comes. The idea is to lead the adaptation process providing structural and functional flexibility for adaptation adequate to the dynamics of the organizational environment. Next to the main idea, the paper raises a topic for deeper and further research – the possibility to accept the “dark side” of the adaptation. It is indisputable that the direct adaptation leads to better performance. However, is it possible the same process to result in some extend of flexibility lose?