Organizational change management: the paradox of a brief and lasting systemic intervention

Abstract

By refering to a qualitative and quantitative survey conducted in France among practitioners
of brief systemic intervention (BSI) during our
doctoral research work in Communication Sciences,
this article proposes to study the communication
strategies and interactionist concepts implemented
by practitioners of BSI allowing them to initiate a
process of organizational change both fast and
lasting. Through a reflection about the notion of
sustainable change, it aims to discuss the compatibility of this model with the concept of Corporate
Social Responsibility