Organizational “Change Management”
A Gebserian Perspective on Organizational “Change Management” Pat Arneson Duquesne University Abstract In a global economy driven by innovations in technology, business leaders continually seek ways for their organizations to remain economically viable entities. This paper discusses organizational culture and change, analyzes how business enterprises reflect Jean Gebser’s (1949/1985) dimensions of consciousness in their change management efforts, and considers how structural transformation occurs ‘toward’ integral awareness. Three contemporary organizational efforts that offer potential for integral awareness are reviewed, including organizational dialogue, spirituality in business, and organizational learning.
A Gebserian Perspective on Organizational “Change Management” We currently live in a “new global economy” (Rodrik, 1999) driven by innovations in technology. Models for calculating economic prosperity are based on acceleration in productivity, growth, and inflation. In our increasingly connected world, our economic system is dynamic, and change is constant and rapid. The “new economy” includes industries that deal with computers and semiconductors, healthcare and medicine, communications and telecommunications, and instrumentation. These industries require “knowledge workers,” people with the knowledge, skills, and abilities to adjust to rapid change (Beck, 1998). Workers find themselves confronted with potential downsizing, unemployment, and job insecurity—which demands that they develop and continuously upgrade their skills. In a knowledge–based economy, issues such as intangible assets, knowledge infrastructures and flows, and intellectual property rights become important for businesses (OECD, 1997). Transnational firms are changing the organization of their operations within and across boundaries of nation states. Organizational leaders are responding to current trends toward “globalization” and “regionalization” with policies of protectionism and trade agreements, strategic alliances, competitiveness, and investment strategies (Mirza, 1999). Business leaders continually seek ways for their organizations to remain economically viable entities within the global marketplace. One area they have emphasized is the process of organizational learning, which enables change to be more effectively managed. This paper discusses organizational culture and change, analyzes how business enterprises reflect Jean Gebser’s (1949/1985) dimensions of consciousness in their change management efforts, considers how 6
