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The purpose of this paper is to focus on the possibilities of autoethnography as a commitment to care and a social justice agenda (Denzin, 2014:p. x).

Autoethnography can be seen as a “methodology that allows us to examine how the private troubles of individuals are connected to public issues and to public responses to these troubles” (Mills, 1959, cited in Denzin, 2014). This resonates strongly with the field of study: political care ethics, as the main focus is on how to promote a caring society. “Care” might be conceived broadly as everything the authors do to maintain and repair the world; i.e., as a social praxis.

Care ethics can benefit from autoethnography, as there is a strong(er) emphasis on “what matters,” what people care for, about and why, rather than on what is “right.” In this paper, the authors will thus explore the promises and pitfalls of autoethnography for a caring society, by connecting insights from theories on political care ethics and qualitative inquiry with the own autoethnographic performance at the International Conference on Qualitative Inquiry in May 2015.

Care ethics can benefit from autoethnography, as there is a strong(er) emphasis on “what matters,” what people care for, about and why, rather than on what is “right.”

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.