To have to halve to have : 'being' in the middle in changing time's space

Purpose ââ"šÂ¬Ã¢â‚¬Å“ The aim of this paper is explore consequences of ambivalence and ambiguity on self-concept, decision-making, and quality of interrelationships between management and employees in one for-profit organisation. Design/methodology/approach ââ"šÂ¬Ã¢â‚¬Å“ Data were re-read to reveal that organisational members were constantly engaged in the process of changing their perceptions of ââ"šÂ¬Ã…"whoââ"šÂ¬Ã‚ and ââ"šÂ¬Ã…"whatââ"šÂ¬Ã‚ were ââ"šÂ¬Ã…"goodââ"šÂ¬Ã‚ and ââ"šÂ¬Ã…"badââ"šÂ¬Ã‚ in reaction to environmental change impacts. Findings ââ"šÂ¬Ã¢â‚¬Å“ The paper finds that philosophically, ââ"šÂ¬Ã…"splittingââ"šÂ¬Ã‚ is an age-old form of decision-making; psychodynamically, ââ"šÂ¬Ã…"splittingââ"šÂ¬Ã‚ is not necessarily a signal to a pathology but instead is merely an initiator of ambiguity and ambivalence that leverages change; from a change management perspective, ââ"šÂ¬Ã…"splittingââ"šÂ¬Ã‚ can reinforce polarisation that can impede the desire to engage in continual change; and predictions and perceptions of change consequences underscore both the quality and quantity of ââ"šÂ¬Ã…"splittingââ"šÂ¬Ã‚ in regard to polarisation. ââ"šÂ¬Ã…"Splittingââ"šÂ¬Ã‚ is an integral defense and offense change mechanism that occurs in all decision-making, so practical implications are that its affects on self and other concepts need to be understood. To establish equalising and non-polarised interrelationships between ââ"šÂ¬Ã…"employerââ"šÂ¬Ã‚ and ââ"šÂ¬Ã…"workerââ"šÂ¬Ã‚ and to negate the line between management and employee, exercises in recognition of mutual causation such as servant leadership practises can be introduced. Originality/value ââ"šÂ¬Ã¢â‚¬Å“ Unparalleled synthesis of seemingly divergent theoretical and practical studies, this paper is a valuable ontological and epistemological tool for ongoing investigation into complexity theory, including self and other organisation.