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Designer Deviance: Enterprise and Deviance in Culture Change Programmes

Richard Badham

richard_badham{at}uow.edu.au

Karin Garrety

karin{at}uow.edu.au

Viviane Morrigan

viviane{at}uow.edu.au

Michael Zanko

University of Wollongong, Australiamzanko{at}uow.edu.au

Patrick Dawson

University of Aberdeen, UKp.dawson{at}abdn.ac.uk

This article explores the value of investigating cultural change programmes as exercises in engineering deviance. It does so through a case study of an organizational development cultural change programme at Sprogwheels, a large Australian corporation. Drawing on and extending the classic work of Becker (1966), the article details how the programme combined a moral crusade against what it sought to have labelled as the ‘deviant conservatism’ of the existing organizational culture with social support for ‘deviant radicalism’, in the form of a counter-cultural, self-enterprising set of middle managers promoting corporate change. The article explores the complex and contradictory ideas of deviance that are deployed in such programmes, and examines the implications of a deviance analysis for an improved understanding of the dynamics of cultural change.

Key Words: change • culture • deviance • Myers-Briggs • organizational development

Organization, Vol. 10, No. 4, 707-730 (2003)
DOI: 10.1177/13505084030104001
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