Change in the Organization: The Detriment and Benefit of the Double Bind

Abstract

Messages that demand spontaneous behavior or messages that pose subtle inconsistencies are referred to as "paradoxical communication." Such communication can result in a dysfunctional double band characterized by withdrawal and denial of personal responsibility. This paper presents double-bind theory as a framework for looking at organizational-change attempts. The role of the change agent is then examined to show how double binds can be avoided.