The course of recognition and the emergence of change initiatives

Abstract

Purpose The purpose of this paper is to study the status of the individual self in the emergence of change initiatives in organizations. Design/methodology/approach This theoretical paper examines the emergence of change initiatives through the building of agents’ capacity to act, based on a theory of action inspired by Paul Ricœur. Findings This paper identifies the “course of recognition” to favor the emergence of change initiatives and the building of the capacity to act of agents, respecting the autonomy at the individual level, a sense of care at the group level and justice at the institutional level. Research limitations/implications The theoretical research can be extended with empirical studies dealing with the role of agents’ capacities in conflict management, the role of the “narrative self´” in change processes in organizations and the conjoint operationalization of autonomy care and justice to determine the agents’ capacity to act for initiatives to emerge. Practical implications It is important to develop a sense of shared leadership to nurture the capacity to act of agents to make change initiatives emerge in organizations, increasing organizational members’ feelings of being recognized. Originality/value So far, research has not provided satisfactory answers to the question about how to best initiate organizational change. The use of Ricœur’s theory of action adds value to the existing approaches as it addresses the source of the emergence of initiatives from agents’ feelings of their capacity to act, and integrates individual, group and institutional levels, which are rarely contemplated together.

Strategies for employees to effect change to improve performance of public organizations

“…Managers are responsible for planning, implementing, and leading change initiatives; however, some managers lack the strategies to successfully implement change initiatives (Niess & Duhamel, 2018). Aside from the inability of managers to successfully implement change, resistance to change is also widely identified as a significant contributor to organizational failure (Amarantou, Kazakopoulou, Chatzoudes, & Chatzoglou, 2018).…”