To have to halve to have: "Being" in the middle in changing time's space

Purpose - The aim of this paper is explore consequences of ambivalence and ambiguity on self-concept, decision-making, and quality of interrelationships between management and employees in one for-profit organisation.Design methodology approach - Data were re-read to reveal that organisational members were constantly engaged in the process of changing their perceptions of "who" and "what" were "good" and "bad" in reaction to environmental change impacts.Findings - The paper finds that philosophically, "splitting" is an age-old form of decision-making; psychodynamically, "splitting" is not necessarily a signal to a pathology but instead is merely an initiator of ambiguity and ambivalence that leverages change; from a change management perspective, "splitting" can reinforce polarisation that can impede the desire to engage in continual change; and predictions and perceptions of change consequences underscore both the quality and quantity of "splitting" in regard to polarisation. "Splitting" is an integral defense and offense change mechanism that occurs in all decision-making, so practical implications are that its affects on self and other concepts need to be understood. To establish equalising and non-polarised interrelationships between "employer" and "worker" and to negate the line between management and employee, exercises in recognition of mutual causation such as servant leadership practises can be introduced.Originality value - Unparalleled synthesis of seemingly divergent theoretical and practical studies, this paper is a valuable ontological and epistemological tool for ongoing investigation into complexity theory, including self and other organisation.