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The zone of entanglement: change, non‐change and the new managerial ideology of ephemera

David Rooney (Graduate School of Management, University of Queensland, 11 Salisbury Road, Ipswich, Queensland 4305, Australia)
Greg Hearn (School of Communication, Faculty of Business, Queensland University of Technology, Brisbane, Australia)

Foresight

ISSN: 1463-6689

Article publication date: 1 April 1999

299

Abstract

We argue that change management has become ideological and that by selective use of complexity research has used the imperative for change to further political and economic agendas. We seek to redress this situation by developing a critical perspective on change and a new metaphor, the zone of entanglement, to assist critical analysis of change. Central to our argument is that a dynamic of change is non‐change. In this vein, we show that there are deep, robust and persistent structures that dampen change and which, if recognized, may help in achieving organic change, resulting in positive social transformations.

Keywords

Citation

Rooney, D. and Hearn, G. (1999), "The zone of entanglement: change, non‐change and the new managerial ideology of ephemera", Foresight, Vol. 1 No. 2, pp. 143-153. https://doi.org/10.1108/14636689910802106

Publisher

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MCB UP Ltd

Copyright © 1999, MCB UP Limited

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