Organisational renewal and change often include the experience of a dichotomy between talk and action, leading to increasing skepticism about organisational change initiatives. Our action research is based on a single case study and explores how the divide between talk and action can be overcome to manage change. The study reveals an often-neglected aspect of organisational communication; in addition to utterance and information, successful communication requires understanding to find the missing link between talk and action, as well as creating impact in change processes. The article shows how an intervention can be built on communicative understanding, putting the Luhmannian approach into practice: introducing regular organisation-wide feedback on a change initiative through reflection workshops helped foster understanding of change initiatives and supported bridging the gap between talk and action.

组织更新和变革通常包括谈话和行动之间的二分法，导致对组织变革举措的怀疑越来越多。我们的行动研究基于单个案例研究，探索如何克服谈话和行动之间的鸿沟以管理变革。该研究揭示了组织沟通中一个经常被忽视的方面；除了话语和信息之外，成功的沟通还需要理解以找到谈话和行动之间缺失的环节，并在变革过程中产生影响。这篇文章展示了如何在交流理解的基础上进行干预，将卢曼方法付诸实践：