The Role of Emergence and Engagement in Sustaining Organisational Change

February 2019
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In a South African based case study, participant first-order and second-order transitions were explained by the engaging and emergent characteristic of an AI intervention. A third type of change was in mindset, the development of an appreciative stance, was associated with the positive nature of the intervention. Sustainable organization development might not occur without sufficient engagement in an emergent process. The article provides some guidelines for conducting an engaging emergent change process. 


Author: Philip Maxton

Dr Philip Maxton is an academic practitioner in that he currently runs a large manufacturing business and is a research associate at the Gordon Institute of Business Science, University of Pretoria in South Africa. His academic interests are Organisational Change, Strategy and Entrepreneurship. He has recently formed a consulting firm called Agilis Consulting.


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