Leading adaptive organizational change: self‐reflexivity and self‐transformation

Purpose The aim of this paper is to give an account of a self‐evaluation process in a change programme within the US Coast Guard. Design/methodology/approach This is an autoethnographical account as form of reflection on a leadership in position facilitating change within the organization. Findings Adaptive organizational change is a human endeavor, not a scientific application of techniques and skills. Research limitations/implications The authoethnography points mainly only to a change process of the writer and is therefore hardly an abstract model for others. Practical implications Meaningful organizational transformation does not occur without a corresponding self‐transformation, most importantly of the individual leading the change. Originality/value Changing oneself by managing change process as a leader, one has to become the change process in order to be successful.