The zone of entanglement: change, non‐change and the new managerial ideology of ephemera

Abstract

We argue that change management has become ideological and that by selective use of complexity research has used the imperative for change to further political and economic agendas. We seek to redress this situation by developing a critical perspective on change and a new metaphor, the zone of entanglement, to assist critical analysis of change. Central to our argument is that a dynamic of change is non‐change. In this vein, we show that there are deep, robust and persistent structures that dampen change and which, if recognized, may help in achieving organic change, resulting in positive social transformations.

Citation

Rooney, D. and Hearn, G. (1999), "The zone of entanglement: change, non‐change and the new managerial ideology of ephemera", Foresight, Vol. 1 No. 2, pp. 143-153. https://doi.org/10.1108/14636689910802106