CHANGING FROM THE INSIDE OUT: LEADING ORGANIZATIONAL CHANGE AS AN INSIDER

Abstract

Purpose: This paper examines the opportunity for using auto/ethnography as a reflexive tool for managers when leading organizational change as an insider. Methodology/approach: Literature review. Originality/value: This paper explores the potential for using auto/ethnography as a method to facilitate self-reflection when leading organizational change as an internal change agent. A review of the concept of planned change and the skills required of internal change agents shows that in order to lead change the manager must assume a new identity; the internal change agent. Through her performances in the change agent role the agent and the project become engaged in a dyadic relationship wherein they are dependent upon each other for existence resulting in the agent becoming the change which she leads. This creates challenges for the internal change agent as she struggles to reconcile her new identity with her previous organizational roles. Reflexivity has been identified as a useful method to support change agents in this process but there is little to no clarity about how it should be executed. Auto/ethnography is presented in this paper as a potential method to facilitate self-reflection when leading change. The different methods of how auto/ethnography can be applied are discussed along with its benefits and risks. Future research is needed into how this method can be adapted to suit managers who are not researchers and what types of support are required to facilitate a structured reflexive process.