The aim of this paper is to give an account of a self‐evaluation process in a change programme within the US Coast Guard.
This is an autoethnographical account as form of reflection on a leadership in position facilitating change within the organization.
Adaptive organizational change is a human endeavor, not a scientific application of techniques and skills.
The authoethnography points mainly only to a change process of the writer and is therefore hardly an abstract model for others.
Meaningful organizational transformation does not occur without a corresponding self‐transformation, most importantly of the individual leading the change.
Changing oneself by managing change process as a leader, one has to become the change process in order to be successful.
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/10.1108/09534810810903252Download as .RIS
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