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

Fingerprint

dialogue
employee
qualitative research
empirical research
restructuring
commitment
decision making
examination
interview
evidence
education

Keywords

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

Cite this

The Acropolis of change : the Socratically reflective employee? / Skordoulis, Rosemary; Dawson, Patrick Mark.

In: International Journal of Applied Management, Vol. 2, No. 3, 2006, p. 1-21.

Research output: Contribution to journalArticle

Skordoulis, Rosemary ; Dawson, Patrick Mark. / The Acropolis of change : the Socratically reflective employee?. In: International Journal of Applied Management. 2006 ; Vol. 2, No. 3. pp. 1-21.
@article{24d286b5d6ad4285abc329f0e431ffc6,
title = "The Acropolis of change: the Socratically reflective employee?",
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.",
keywords = "Socratic dialogue, organisational change, reflective practice, participative change, employee commitment",
author = "Rosemary Skordoulis and Dawson, {Patrick Mark}",
year = "2006",
language = "English",
volume = "2",
pages = "1--21",
journal = "International Journal of Applied Management",
issn = "1742-2590",
number = "3",

}

TY - JOUR

T1 - The Acropolis of change

T2 - the Socratically reflective employee?

AU - Skordoulis, Rosemary

AU - Dawson, Patrick Mark

PY - 2006

Y1 - 2006

N2 - 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.

AB - 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.

KW - Socratic dialogue

KW - organisational change

KW - reflective practice

KW - participative change

KW - employee commitment

M3 - Article

VL - 2

SP - 1

EP - 21

JO - International Journal of Applied Management

JF - International Journal of Applied Management

SN - 1742-2590

IS - 3

ER -