How Organizational Change Disrupts Our Sense of Self
Leaders can better manage large-scale transformation by helping employees adapt to new identities rather than new tasks.
In a recent workshop, we assembled a group of managers involved in large-scale digital transformation initiatives in their various organizations. As part of the discussion, we first asked them how they would describe their roles in those change initiatives. By roles, we didn’t mean job titles — we did not need to know that someone was a chief technology officer or head of HR. As we had already clarified for our participants, we were looking for more archetypal roles, such as “problem solver,” “dealmaker,” “functional expert,” ...
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