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.
Journal of Organizational Change Management – Emerald Publishing
Published: Aug 29, 2008
Keywords: Organizational change; Behaviour; Organizational culture
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