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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:
Issue:
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