Integrating Measurement and Meaning: The Embodied Spiral of Change in Organizational Transformation

This paper explores the multidimensional nature of organizational transformation by integrating empirical evidence from Georgian business organizations with an embodied and symbolic perspective on leadership and change. Based on a quantitative study of 147 senior managers across eight organizations, the research identifies core deficiencies in local change management practices, including organizational procrastination, managerial inertia, and the absence of standardized methodologies such as PDCA, PESTEL, and SWOT. These findings reveal that while analytical awareness of change exists, it rarely translates into embodied, sustainable action. To address this, the study introduces the Integrated Self-Diagnosis and Measurement Framework, designed to internalize disciplined change through self-accountability and continuous measurement. Extending this framework, the paper conceptualizes the Embodied Spiral of Change—a dynamic model linking cognitive, emotional, and behavioral readiness of leaders to organizational adaptability. The embodied dimension reframes change not only as a procedural transformation but as a lived process of meaning-making and alignment between individual awareness and collective evolution. The study thus bridges quantitative rigor with human-centered insight, offering a new lens for developing resilient leadership cultures in transitional economies.