The analysis of organizational change and particularly of its impacts on incentives is neither simple nor easy. We consider here four contexts (choosing a level of decentralization, choosing the level of responsibility for pollution damage, choosing a level of technological or organisational flexibility, chhosing an optimal level of inertia) to better understand the dangers of neglecting those impacts and illustrate the sometimes surprising results we may obtain from a rigorous and formal analysis of organizational contexts or situations broadly understood.

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