Deadweight or Turbokick? On support for line management and the implementation of change.

Abstract

Change is easy to decide upon and to plan, but hard to implement. This paper deals with the paradox that despite the most favourable conditions, such as consensus and abundant resources, the outcome of all the efforts is still so very doubtful. This narrative of a change project in a big organisation will show how various attempts to de-institutionalise organisational processes simply succeed in reinforcing existing institutions. An analysis that combines psychodynamic and institutional theory will be used for a deeper understanding of the counter-productive influence of anxiety in relation to the actors' overt intentions, and how the outcome of support for change can cause a regression to familiar patterns in the ongoing processes, instead of generating new paths.