From Domination to Partnership: The Hidden Subtext for Sustainable Change

Abstract

Examines the contemporary discourse on environmental sustainability, organizational change and transformational leadership in the larger context of a shift from a dominator to a partnership model of social and ideological organization. Traces the historic tension between these two models, and argues that this tension is coming to a head today because at our level of technological development a dominator model is not sustainable. Analyses some of the key themes in organizational change writings that address environmental sustainability, proposing that there is an implicit subtext in much of this literature relating to conventional gender roles and relations. Suggests that, as this subtext becomes more visible, appropriate changes in policy can be more effectively made.

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