Dialogue and dialectics in managing organizational change: The case of a mission‐based transformation

Abstract

This paper extends our understanding of dialogue‐based organizational change through an application of dialectical methodology. Through explicating the dialectical oppositions as they occur throughout a change process, four main functions of dialectics were found central to managing “healthy” organizational change dialogue. First, dialectics are central to framing the meaning of a change process. Second, dialectics are important in interpreting the perspectives that constituents bring to a change. Third, dialectics are useful in generating issues and questions for dialogue that addresses those dialectics. Fourth, dialectics enable learning when they provide constructive feedback to an organization on its change needs. The implications for both dialectical methodology and organizational change are explored.