Do reflective practitioners deliver successful organisational change? Evidence from public sector in Australasia

Abstract

Resistance to change is often indicated as the main reason for failure of an organisational change effort. Researchers are now emphasising that it is important to utilise this resistance rather than treat it as a barrier. Through this research we contribute towards this idea by focusing on the role of change agents. We empirically appraise a proposal that change agents need to act like ‘shockabsorbers’ and shift between strategies of action, reflection and adaptation. Our research used a process research approach to capture the subtleties associated with an organisational change initiative at a local government agency in Australasia. We identify action, reflection and adaptation as critical strategies for change agents to achieve success by acknowledging who or what really counts.