Open-processional change: Three principles of reciprocal-relational power

Abstract

Scholars see organizational change processes unfolding in different ways. One way is to distinguish between ‘planned’ (rational-intentional) and ‘performative’ (open-processional) change processes. What distinguishes rational-intentional from open-processional change is the focus of each and is how control and power are perceived and used. In rational-intentional change models, the exercising of control through managerial dominance prevails. In open-processional change models, power and its use become more reciprocal-relational and emerge from the participants' interactions, allowing for the managing of continuous change. That is, once the cultural change initiative is well on its way in being implemented, the effort is no longer an external force imposed from the outside but internalized by the employees' in accomplishing daily work practices. To enact open-processional change, however, often requires critical insight. In adopting a critical/ postmodern perspective, findings from this study surface and illustrate three principles in establishing reciprocal power relations to guide change practices that aid organizations in maintaining the ‘change’ momentum on a daily basis.

Keywords:

• Power
• open-processional change
• critical/postmodern interventions

Notes