Power in difference: the primacy of organizational dissensus for structural change

Abstract

Purpose This article seeks to understand how marginal organizational actors can successfully challenge and overcome “deep structures” that inhibit change in bureaucratic, ossified organizations. Design/methodology/approach The research utilizes a longitudinal, comparative, qualitative analysis based on semi-structured interviews with 47 workers and 11 union officials across three voting cycles. Findings Early attempts at change, based on parrhesia, were unable to dismantle the deep structures maintaining organizational stasis, leading to repeated failures. It was only when marginal actors engaged in organizational dissensus that the underlying structures were successfully challenged, leading to transformative change. This dissensual approach, which contests the very logic of a system’s hierarchy and rules of discourse, was the critical factor in converting prior failures into success. Originality/value This article builds on structuration theory to illustrate the importance of dissensus for transformative organizational change, while exposing the limitations of dialogical and parrhesiastic perspectives. Focusing on change processes from the perspective of marginal actors and excluded populations, the study shows how deep-seated organizational inertia can be overcome.