Turn and Face the Strange: An ethnographic approach to change management
Article first published online: 16 NOV 2010
© 2010 by The American Anthropological Association. Some rights reserved.
Ethnographic Praxis in Industry Conference Proceedings
Volume 2010, Issue 1, pages 179–187, August-September 2010
How to Cite
HOLME, M. (2010), Turn and Face the Strange: An ethnographic approach to change management. Ethnographic Praxis, 2010: 179–187. doi: 10.1111/j.1559-8918.2010.00016.x
- Issue published online: 16 NOV 2010
- Article first published online: 16 NOV 2010
The ability to lead organizational and cultural change has never been a more critical factor for success in business than today. With renewed urgency many executives ask what do with their company culture(s): “Why can't we build organizations that are more innovative, inspiring, and more agile – and why do our change initiatives typically fail?” Based on project engagements where questions like these have been a focal point, this paper aims to shed light on the conditions and role of business anthropology to take active part in enhancing organizational change programs. Through concrete examples, it discusses central challenges on how we as ethnographers can strengthen our approach when navigating in change programs – not only in terms of how we decompose and diagnose culture (telling companies what they should not do) – but more importantly on how to play an active role in leading the way and tackling complexity through positive enablers of change.