Dramaturgical analysis of organizational change and conflict

Abstract

Purpose To better understand the process of organizational change by broadening Goffman's dramaturgical analysis to apply to the organizational level. Design/methodology/approach It is a case study of a failed organizational change effort focused on racial and gender harassment and intimidation in a federal organization. The data came from interviews and observation. Findings Goffman's dramaturgical analysis is expanded from the interpersonal to the organizational level. This study argues that organizations, too, have performances, a front stage, a back stage, and an audience. Conflict in the organization is seen as the management team exerting expressive control to maintain the organization's line, while activist teams (a feminist group and the Equal Employment Opportunity office) create scenes that disrupt it. The researcher/consultants who were called into study the situation were thrust into meta‐complementary position. Dramaturgical analysis is posited as a separate perspective for organizational analysis. Research limitations/implications The ability to generalize from this to other organizations is limited by the case study method used to generate the theory. Practical implications The dramaturgical approach presented in this paper can be used to analyze organizational change and help identify sources of resistance to change that other frameworks do not. Originality/value Goffman's dramaturgical analysis is a new frame for understanding organizational change.

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