Unpacking Continuity and Change as a Process of Organizational Transformation

We have abundant evidence to suggest that organizational transformations occur through a process of continuity and change rather than disruptive upheaval. In this study, we identify the mechanisms that characterize the process and how they impact upon the organization's potential to achieve the intended transformation. Based on an in-depth qualitative study of change in three case firms, we make three observations. First, in response to change initiatives the more strongly competing values for continuity and change are expressed, the stronger the simultaneous forces pushing back and pushing for the change, which generates an energy that propels the process of transformation. Energy permeates through the emotions that are provoked. Second, when the energy that develops through the expression of competing values is channelled into awareness-building, it compels actors to confront and debate contradictory perspectives which pave the way for a mutual exploration of change initiatives. On the other hand, when the energy is suppressed leading to awareness-blocking, there is no debate and the tussle between competing values intensifies as though in competition. Third, mutual exploration shapes continuity and change to unfurl as a synthesizing pattern, while competition between competing values invokes a polarizing pattern. A synthesizing pattern creates greater potential for the organization to reach the intended transformation than a polarizing one does. We found that when there is weak expression of competing values, little energy is generated to fuel the transformation, but it tends to stir up a preemptive defensiveness from those tending towards continuity in prevailing values. Continuity and change just drift along with little movement away from the status quo.