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

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.

Citation

Eriksen, M. (2008), "Leading adaptive organizational change: self‐reflexivity and self‐transformation", Journal of Organizational Change Management, Vol. 21 No. 5, pp. 622-640. https://doi.org/10.1108/09534810810903252