Given the dynamic structure of corporate conflict between engineering and sales, how can those two dissimilar realities be managed such that change is possible? The network of assumptions that is each of these realities is not immediately accessible to the “other”; such assumptive networks are coded through its members and located in silence. The trick in managing any organisational change effort is to interrogate those realities in ways that require its members to respond self‐reflectively with narratives rather than unreflectively with codes. Managing an organisational change effort requires that codes be transformed into narratives in ways that blur the boundaries and then redraw them along different lines.
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