Sage Journals: Discover world-class research

Abstract

This article intends to introduce and explore the process and execution of change in complex dynamic organisation systems. Transformations are purposeful system-wide journey of organisational change. The emphasis is on the interaction between system elements more than on the analysis of each component. ‘Whole System transformation’ is involved in creating renewed organisations from within itself by enabling or allowing the system to transform itself.

Real-time strategic change is presented as a framework in this context of evolutionary open systems. This article explores organisational change in a richer and more insightful way. The large-scale interaction process (LSIP) is illustrated and explained and its relationship to transformation and change in organisations is explored in a procedural view of this change paradigm.

The authors outline the theoretical aspects of organisational change processes in Kathie Dannemiller’s whole systems thinking intellectual heritage. The article draws from experiences in many organisations that have benefited from this approach over the last 25 years with capability built among hundreds of facilitators to carry this approach forward.

Keywords

Organisational transformation change processes co-creation large-scale interactive process (LSIP)whole systems thinking

Get full access to this article

View all access options for this article.

References

Bareil

(2013). Two paradigms about resistance to change. Organization Development Journal , 31(3), 59–72.

Barr

P. S.

Stimpert

J. L.

Huff

A. S.

(1992). Cognitive change, strategic action, and organizational renewal. Strategic Management Journal , 13(S1), 15–36.

Beckhard

(1975). Strategies for large system change. Sloan Management Review , 16(2), 43–55.

Bennis

Nanus

(1985). Leaders: The strategies for taking charge . Harper & Row.

Burke

W. W.

(2011). A perspective on the field of organization development and change: The Zeigarnik effect. The Journal of Applied Behavioral Science , 47(2), 143–167.

Burnes

(2005). Complexity theories and organizational change. International Journal of Management Reviews , 7(2), 73–90.

Dannemiller

K. D.

James

S. L.

Tolchinsky

P. D.

(1999). Whole-scale change (pp. 201–216). Berrett-Koehler.

Erwin

D. G.

Garman

A. N.

(2010). Resistance to organizational change: Linking research and practice. Leadership & Organization Development Journal , 31(1), 39–56.

Furst

S. A.

Cable

D. M.

(2008). Employee resistance to organizational change: Managerial influence tactics and leader-member exchange. Journal of Applied Psychology , 93(2), 453.

10.

Harvey

T. R.

Broyles

E. A.

(2010). Resistance to change: A guide to harnessing its positive power . R&L Education.

11.

Heritage

U. A.

Center

(2018). Who first originated the term VUCA (volatility, uncertainty, complexity and ambiguity). USAHEC, Ask Us a Question, 16.

12.

Jaramillo

Mulki

J. P.

Onyemah

Pesquera

M. R.

(2012). Salesperson resistance to change: An empirical investigation of antecedents and outcomes. International Journal of Bank Marketing .

13.

Kotter

J. P.

Schlesinger

L. A.

(2008). Choosing change strategies. Harvard Business Review , 86(7), 130–139.

14.

Leith

(1996). Organizational change and large group interventions. Career Development International . https://doi.org/10.1108/13620439610124675

15.

Lewin

(1947). Group decision and social change. Readings in Social Psychology , 3(1), 197–211.

16.

Lewin

(1951). Field theory in social science: Selected theoretical papers (Dorwin Cartwright, Ed.). Harpers.

17.

Lippitt

Watson

Westley

(1958). The dynamics of planned change . Harcourt, Brace & World.

18.

Michel

Todnem

Burnes

(2013). The limitations of dispositional resistance in relation to organizational change. Management Decision , 51(4), 761–780.

19.

Samuel

Jacobsen

(1997). A system dynamics model of planned organizational change. Computational & Mathematical Organization Theory , 3(3), 151–171.

20.

Strebel

(1996). Why do employees resist change. Harvard Business Review , 74(3), 86.

21.

Wetzel

Dievernich

F. E.

(2014). Mind the gap. The relevance of postchange periods for organizational sensemaking. Systems Research and Behavioral Science , 31(2), 280–300.

22.

Whyte

W. F.

(1991). Social theory for action: How individuals and organizations learn to change. The Academy of Management Review , 17(3), 624–626.

23.

Zorn

T. E.

Page

D. J.

Cheney

(2000). Nuts about change: Multiple perspectives on change-oriented communication in a public sector organization. Management Communication Quarterly , 13(4), 515–566.

24.

Zimmermann

(2011). Dynamics of drivers of organizational change . Springer Science & Business Media.

Real-Time Strategic Change: Flashback to Whole Systems Change and Relating to Organisation Development Sponsors in India

Abstract

Keywords

Get full access to this article

References