Purpose

This duoethnography explores feelings of belonging that emerged as being relevant to the participants of a doctoral organisational change study. It challenges the prolific change management models that inadvertently encourage anti-belonging.

Design/methodology/approach

A change management practitioner and her doctoral supervisor share their dialogic reflections and reflexivity on the case study to open new conversations and raise questions about how communicating belonging enhances practice. They draw on Ubuntu philosophy (Tutu, 1999) to enrich Pinar's currere (1975) for understandings of belonging, interconnectedness, humanity and transformation.

Findings

The authors show how dialogic practice in giving employees a voice, communicating honestly, using inclusive language and affirmation contribute to a stronger sense of belonging. Suppressing the need for belonging can deepen a communication shadow and create employee resistance and alienation. Sharing in each other's personal transformation, the authors assist others in better understanding the feelings of belonging in organisational change.

Practical implications

Practitioners will need to challenge change initiatives that ignore belonging. This requires thinking of people as relationships, rather than as numbers or costs, communicating dialogically, taking care with language in communicating changes and facilitating employees to be active participants where they feel supported.

Originality/value

For both practice and academy, this duoethnography highlights a need for greater humanity in change management practices. This requires increasing the awareness and understanding of an interconnectedness that lies at the essence of belonging or Ubuntu (Tutu, 1999).

中文翻译：

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沟通归属感？组织变革研究的双民族志

目的

这本双人民族志探讨了与博士组织变革研究的参与者相关的归属感。它挑战了无意中鼓励反归属的多产变革管理模型。

设计/方法/方法

一位变革管理从业者和她的博士生导师分享了他们对案例研究的对话反思和反思，以开启新的对话，并提出关于交流归属感如何增强实践的问题。他们借鉴 Ubuntu 哲学 (Tutu, 1999) 来丰富 Pinar 的课程 (1975)，以理解归属感、相互联系、人性和转变。

发现

作者展示了在给予员工发言权、诚实沟通、使用包容性语言和肯定方面的对话实践如何有助于增强归属感。抑制归属感会加深沟通阴影并造成员工抵抗和疏远。分享彼此的个人转变，作者帮助他人更好地理解组织变革中的归属感。

实际影响

从业者需要挑战忽视归属感的变革举措。这需要将人视为关系，而不是数字或成本，进行对话交流，在交流变化时注意语言，并促进员工成为他们感到支持的积极参与者。

原创性/价值

对于实践和学术界而言，这种双民族志强调了变革管理实践中更加人性化的需求。这需要提高对属于归属感或 Ubuntu 本质的相互联系的认识和理解（Tutu，1999）。