Dynastic cycle (traditional Chinese: 朝代循環; simplified Chinese: 朝代循环; pinyin: Cháodài Xúnhuán) is an important political theory in Chinese history. According to this theory, each dynasty of China rises to a political, cultural, and economic peak and then, because of moral corruption, declines, loses the Mandate of Heaven, and falls, only to be replaced by a new dynasty. The cycle then repeats under a surface pattern of repetitive motifs.[1]

Yet, as Alexander (1982) cautions, good theory must have components of both deterministic and voluntary behavior at all levels of analysis. We do not live in a strictly deterministic world. Thus, as family cycle researchers have learned, we must move with theoretical caution when embracing phases as part of a theoretical model.

Finally, the notation of the disaster phases affected emergency-respond­ers' decisions. The lexicon of the four phases appeared to force disaster managers and responders to think and respond in a linear, separate-category fashion. Thus, this paradigm in the end can hurt effective response

In fact, the Functions and Effects Study generated the notion that the relationship between mitigation, preparedness, response, and recovery is not even linear. Rather, some preparedness activities (like educating government officials) could really have mitigation effects; and some recovery activities mitigate against future disasters (like using housing Joans to relocate residences out of a flood plain). The Functions and Effects experts hypothesized at least a cyclical relationship among !hese four phases of disaster activity. (National Governor's Association 1979:108)

Other empirical studies show that the recovery process is not a simple, linear, or cyclical process. Different units or groups may experience, or perceive that they experience, the different stages of recovery I) at different times and 2) at different rates of time.

Viewed from a practice perspective, the distinction be­tween cyclic and linear time blurs because it depends on the observer's point of view and moment of observation. In particular cases, simply shifting the observer's vantage point (e.g., from the corporate suite to the factory floor) or changing the period of observation (e.g., from a week to a year) may make either the cyclic or the linear aspect of ongoing practices more salient.

An emphasis on the cyclic temporality of organizational life also underpins the work on entrain­ment, developed in the natural sciences and gaining cur­rency in organization studies. Defined as "the adjustment of the pace or cycle of one activity to match or synchro­nize with that of another" (Ancona and Chong 1996, p. 251 ), entrainment has been used to account for a variety of organizational phenomena displaying coordinated or synchronized temporal cycles (Ancona and Chong 1996, Clark 1990, Gersick 1994, McGrath 1990).

he two patterns—monochronic and polychronic—form a continuum, because polychronicity is the extent to which people prefer to engage in two or more tasks simultaneously, and the complete absence of any simultaneous involvements, engaging tasks one at a time, is the least polychronic position on the continuum.