To read this content please select one of the options below:

To have to halve to have: “Being” in the middle in changing time's space

Cheryl A. Lapp (Labyrinth Consulting, Nanoose Bay, Canada)
Adrian N. Carr (School of Social Sciences, University of Western Sydney, Sydney, Australia)

Journal of Organizational Change Management

ISSN: 0953-4814

Article publication date: 1 September 2006

1994

Abstract

Purpose

The aim of this paper is explore consequences of ambivalence and ambiguity on self‐concept, decision‐making, and quality of interrelationships between management and employees in one for‐profit organisation.

Design/methodology/approach

Data were re‐read to reveal that organisational members were constantly engaged in the process of changing their perceptions of “who” and “what” were “good” and “bad” in reaction to environmental change impacts.

Findings

The paper finds that philosophically, “splitting” is an age‐old form of decision‐making; psychodynamically, “splitting” is not necessarily a signal to a pathology but instead is merely an initiator of ambiguity and ambivalence that leverages change; from a change management perspective, “splitting” can reinforce polarisation that can impede the desire to engage in continual change; and predictions and perceptions of change consequences underscore both the quality and quantity of “splitting” in regard to polarisation. “Splitting” is an integral defense and offense change mechanism that occurs in all decision‐making, so practical implications are that its affects on self and other concepts need to be understood. To establish equalising and non‐polarised interrelationships between “employer” and “worker” and to negate the line between management and employee, exercises in recognition of mutual causation such as servant leadership practises can be introduced.

Originality/value

Unparalleled synthesis of seemingly divergent theoretical and practical studies, this paper is a valuable ontological and epistemological tool for ongoing investigation into complexity theory, including self and other organisation.

Keywords

Citation

Lapp, C.A. and Carr, A.N. (2006), "To have to halve to have: “Being” in the middle in changing time's space", Journal of Organizational Change Management, Vol. 19 No. 5, pp. 655-687. https://doi.org/10.1108/09534810610686085

Publisher

:

Emerald Group Publishing Limited

Copyright © 2006, Emerald Group Publishing Limited

Related articles