The ritualisation of change in the public sector: a discourse - complexity approach
by Walter Bolwerk; René Brohm
International Journal of Business and Globalisation (IJBG), Vol. 17, No. 4, 2016

Abstract: From a 'complex-processes perspective', organisations are not seen as systems but as ongoing local interactions between people, leading to global patterns without any plan or blueprint. The main question for managers becomes then not 'What can I do to make the organisation become what I want it to become?' but 'What am I doing and experiencing while this organisation is becoming what it becomes?' In this paper, we argue that where the management of an organisation is stuck in a discourse that reflects goal rationality, they are unable to let go of the idea that they shape the organisation according to their ideas. And we can see how this leads to an inability to solve wicked problems, with their innate complexity, resulting in a ritualisation of change, where there is no real change but a semblance of change.

Online publication date: Fri, 16-Sep-2016

The full text of this article is only available to individual subscribers or to users at subscribing institutions.

Existing subscribers:
Go to Inderscience Online Journals to access the Full Text of this article.

Pay per view:
If you are not a subscriber and you just want to read the full contents of this article, buy online access here.

Complimentary Subscribers, Editors or Members of the Editorial Board of the International Journal of Business and Globalisation (IJBG):
Login with your Inderscience username and password:

    Username:        Password:         

Forgotten your password?

Want to subscribe?
A subscription gives you complete access to all articles in the current issue, as well as to all articles in the previous three years (where applicable). See our Orders page to subscribe.

If you still need assistance, please email