The Acropolis of change: the Socratically reflective employee?

Rosemary Skordoulis, Patrick Mark Dawson

Research output: Contribution to journalArticle

Abstract

This article analyses the use of the Socratic dialogue for making sense of complex change processes and for securing greater employee involvement in decision-making that affects their work. Empirical evidence from two qualitative case accounts – collected from two higher education institutions in the UK whilst in the process of restructuring their operations - is used to corroborate the authors’ view that managing change often demonstrates just how little one does know and highlights the necessity for constant examination and dialogue, especially if our intention is to secure overall employee commitment to change. The paper concludes by calling for further empirical research into the application of the Socratic dialogue as a practical tool to facilitate ‘participative’ change in organisations and as a qualitative research instrument in probing interviews to investigate the inner processes of changing organisations.

Original languageEnglish
Pages (from-to)1-21
Number of pages21
JournalInternational Journal of Applied Management
Volume2
Issue number3
Publication statusPublished - 2006

Keywords

  • Socratic dialogue
  • organisational change
  • reflective practice
  • participative change
  • employee commitment

Fingerprint Dive into the research topics of 'The Acropolis of change: the Socratically reflective employee?'. Together they form a unique fingerprint.

  • Cite this