INTEGRATING MEASUREMENT AND MEANING IN ORGANIZATIONAL CHANGE

This paper addresses the central challenge in organizational transformation: integrating analytical measurement with human-centered meaning-making to drive sustainable change. Based on an empirical study of 147 senior managers across eight Georgian business organizations, the research initially identifies a critical disconnect. While quantitative awareness of the need for change exists, local management practices are hampered by core deficiencies, including organizational procrastination, managerial inertia, and the inconsistent application of standardized methodologies (PDCA, PESTEL, SWOT). To bridge this gap, the study introduces the Integrated Self-Diagnosis and Measurement Framework (ISDMF) first. This framework is designed to move beyond external compliance, aiming to internalize disciplined change by fostering self-accountability and continuous, systematic measurement. The core contribution lies in reframing change as a process where measurement informs meaning, and meaning activates measurement. This ensures that change is seen not merely as a procedural or metric-driven transformation, but as a lived process of alignment alignment between objective organizational data and subjective, deeply-held individual awareness. By connecting quantitative rigor (Measurement) with a human-centered, symbolic perspective (Meaning), the study offers a novel lens for developing resilient leadership cultures and overcoming inertia in transitional economies.