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Leading adaptive organizational change: self-reflexivity and self-transformation

Article Information:

Title:

Leading adaptive organizational change: self-reflexivity and self-transformation

Author(s):

Matthew Eriksen

Journal:

Journal of Organizational Change Management

Year:

2008

Volume:

21

Issue:

5

Page:

622 - 640


ISSN:

0953-4814


DOI:

10.1108/09534810810903252

Publisher:

Emerald Group Publishing Limited

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Abstract:

Purpose – The aim of this paper is to give an account of a self-evaluation process in a change programme within the US Coast Guard.

Design/methodology/approach – This is an autoethnographical account as form of reflection on a leadership in position facilitating change within the organization.

Findings – Adaptive organizational change is a human endeavor, not a scientific application of techniques and skills.

Research limitations/implications – The authoethnography points mainly only to a change process of the writer and is therefore hardly an abstract model for others.

Practical implications – Meaningful organizational transformation does not occur without a corresponding self-transformation, most importantly of the individual leading the change.

Originality/value – Changing oneself by managing change process as a leader, one has to become the change process in order to be successful.

Keywords:

Behaviour, Organizational change, Organizational culture


Article Type:

Research paper


Article URL:

http://www.emeraldinsight.com/10.1108/09534810810903252

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