With globalization redefining the way organizations conduct business, global industrial manufacturing found it necessary to realign and rethink production and competition in the 21st century. Systems thinking make it clear that the human systemic social community is an important piece of the organization. This dissertation takes an in-depth look into an industrial manufacturing site to determine the success of transformational change through alignment, communication of change, transformational learning, and transformational leadership. More specifically, the study sought to determine if Otto Scharmer's Theory U as a framework would be successful as a change management tool to bring the industrial manufacturing industry into global competition in the 21st century. Theory U goes beyond single and double-loop learning to incorporate triple-loop learning utilizing generative dialogue and cognitive development on a deeper level. Theory U uses recognizing and acknowledging past learning as an entrance to learning from the emerging future. This qualitative case study explored the lived experiences of 23 individuals and was the focus of recognizing presencing through generative communication. Bracketed by the experiences of the study site's employees, presencing was identified as a successful change management tool. The outcome of the study provides guidance to organizations, leaders, and society about the transformative experience and the factors that aid in 21st century global competition. It also provides guidance to help leaders become more purposeful in guiding and leading from the future and co-creating value in the 21 st century. The outcome of the study can be utilized across industries as a substantial transformative change tool.
|Adviser||Marilyn E. Harris|
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