When managers are confronted with the necessity to change their organization owing to a turbulent and unpredictable environment, their change efforts are often not very successful. As managers are part of the change context itself, they have to act in a way that is different from the traditional role of the administrative leader to become successful change leaders. This article attempts to redefine organizational change using complexity theory and the work of Karl Weick and Ralph Stacey as a basis. Organizational change can be defined as emergent change in complex adaptive systems and is based on self-organizational principles. One important attractor that guides the process of emergence is equivocality. This article expounds the concept of equivocality as a main attractor for emergent change and how managers can make use of this attractor to make change successful. Research directions are also discussed.
Blomme, Robert J.
"Leadership, Complex Adaptive Systems, and Equivocality:
The Role of Managers in Emergent Change,"
Organization Management Journal: Vol. 9:
1, Article 3.
Available at: https://scholarship.shu.edu/omj/vol9/iss1/3