The text-conversation cycle as a change management mechanism catalyzer of tensions in a public organization undergoing restructurating

Abstract

This article analyses the implementation of a text-conversation cycle as a mechanism
to accompany change. One of the authors made
the assumption that such participatory mechanism
composed of conversations would favour the negotiation of meaning, the production, at a more general
or collective level, of meaning taking the shape of a
text: the reorganization plan. The empirical analysis
of the constructed cycle highlights: the impossibility to control the cycle, the struggle of actors to
weight on the productions of the cycle through
the occupation of conversational space and the
capacity of the cycle to reveal latent conflicts in the
organization.