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Making Sense of Organizational Change in Times of Dynamic Complexity: Change Managerialism and Reflexivity

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Managing VUCA Through Integrative Self-Management

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Abstract

This chapter analyzes micro-processes of sense-making during change implementation under a macro-level discourse of ‘change managerialism ’. We demonstrate how managerialism is interwoven in taken-for-granted enactments of managing change and how this instrumental rationality subsequently suppresses reflexive capabilities and agency during change implementation in a world of volatility, uncertainty, complexity and ambiguity. Adopting a reflexive research methodology, this chapter aims at illustrating how sense-making processes are enacted by a predominant perspective of change managerialism that does not take into account the volatile, uncertain, complex and ambiguous nature of the organizational context. Empirical material presented suggests that sense-making is shaped through a dynamic interplay of dominant macro-level discourse of change managerialism on the one hand, and grandiose discursive enactments and rhetoric strategies on the other hand. This interdependent play results in sense-making that is characterized by system colonization of the sense-maker’s lived reality, de-familiarization, discursive disconnection, and eventually suppression of reflexive capabilities.

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Correspondence to Alain Guiette .

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Guiette, A., Vandenbempt, K. (2017). Making Sense of Organizational Change in Times of Dynamic Complexity: Change Managerialism and Reflexivity. In: Nandram, S., Bindlish, P. (eds) Managing VUCA Through Integrative Self-Management. Management for Professionals. Springer, Cham. https://doi.org/10.1007/978-3-319-52231-9_4

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