Abstract (EN)

Can the process of change be deliberate, planned and controlled in an organisation? Does the management of change within an organisation consist in fighting the forces of resistance and stability? Not necessarily. Change creates unforeseen confrontation between the organisation and its actors. The intentional action of change is dualistic by nature and cannot be accomplished without adopting ambivalent thought-processes and behaviour. Based on an empirical study, the author concludes that the management of change must be viewed as a process of the management of ambivalence. This challenges much conventional wisdom.