A processual account of organisational change: Focusing attention on interaction and emergence

McDermott, Vincent Francis

Abstract

This research proposes organisational change as unpredictable, uncontrollable and emergent, through the changing patterns of relating between participants. This contrasts with prescribed frameworks such as Six Sigma, which use a structured DMAIC (define, measure, analyse, implement, control) methodology to illustrate what managers should be doing to achieve forecasted targets. I investigate why outcomes do not match forecasted expectations, how this emergent change comes into being and what practising managers actually do during Six Sigma programs.
My research is conceptually grounded in a processual approach to studying organisational change and management practice through the lens of Stacey’s (2011) theory of complex responsive processes of relating, shown in his proposal.
“Organisations are the ongoing patterning of conversations, so that changes in conversations are changes in organisations” (p.365).
The research enhances Stacey’s (2011) recommendation for researching as an enquiring participant, by providing a robust auto-ethnographic methodology as a practising manager. This was conducted with full-time access amongst trusted colleagues that was not manipulated for the purposes of research, allowing insights into being immersed in every-day organising and participation in Six Sigma teams.
I build on Stacey’s (2011) theory by practical application of learning through my lived experience, which is interpreted through the hermeneutic circle (Introna 1997). Interpreting reflexive iterations provides rich insights into the impact of nationally based organisational change programs on local management practice and learning from the wider context of experiencing life with family and friends.
The result is a broader understanding of how outcomes emerge and how managers participate in complex organisational change initiatives, highlighting consequences that go beyond the instrumental Six Sigma framework. The insights include personal uncertainty, anxiety, exclusion from groups and managers leaving the business, on a voluntary or allegedly involuntary basis. In contrast, the study also illuminates encouraging participation in Six Sigma teams, illustrating opportunities for practising managers to creatively contribute to the process of emergent change.
Learning from my lived experience provides an original perspective to continue developing as a practising manager and enhance Six Sigma as a viable framework for teams to stimulate emergent change. This is through managers paying attention to the changing patterns of relating and promoting a trusting, empathetic understanding between team participants. This may encourage continued exploration into unknown outcomes without the burden of believing the fantasy that rational managers can control teams to achieve forecasted targets. Creating safe environments where diverse and challenging opinions are welcomed can provide exciting opportunities for changing organisations and management practitioners.

Citation

McDermott, V. F. A processual account of organisational change: Focusing attention on interaction and emergence. (Thesis). University of the West of England. Retrieved from https://uwe-repository.worktribe.com/output/1490879

• Thesis Type: Thesis
• Publicly Available Date: Jul 7, 2021
• Public URL: https://uwe-repository.worktribe.com/output/1490879
• Award Date: Jul 7, 2021