14618: Driving Change with a Dysfunction-Based Approach

The socio-economic approach to management change focuses exclusively on identifying and addressing dysfunctions within an organization. Unlike other methodologies, it does not highlight positive aspects during the initial diagnosis. Instead, the results of the interviews are shared with all participants before the search for solutions begins. This feedback process, referred to as the "mirror effect," often elicits diverse reactions from an audience that includes top management, middle management, and employees. Driving change through a dysfunction-based approach presents numerous challenges and learning opportunities. It requires participants to understand why this method is employed and demands adaptability to align with the specific dysfunctions identified within the organizational population. A key objective is to foster “contradictory intersubjectivity,” where a shared understanding emerges through debate or reaction, enabling individuals to recognize that their perceived dysfunctions are also acknowledged by other internal actors. This shared realization forms the foundation for meaningful change. This method, while powerful, demands courage from all parties involved: the consultant, top management, executives, and employees. It raises several critical questions: 1) Why is this methodological choice made? 2) What challenges does it present for consultants? 3) How does this method activate the change process? 4) How do people typically react to the mirror effect? 5) What positive or negative effects have been observed during the change process? 6) How can this methodology be adapted to different countries and cultural contexts?