Managing organizational change by using soft systems thinking in action research projects

Sankaran, S; Hou Tay, B; Orr, M

Managing organizational change by using soft systems thinking in action research projects

Sankaran, S

Hou Tay, B Orr, M

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Publication Type:: Journal Article
Citation:: International Journal of Managing Projects in Business, 2009, 2 (2), pp. 179 - 197
Issue Date:: 2009-04-03

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Field	Value	Language
dc.contributor.author	Sankaran, S https://orcid.org/0000-0001-5485-6216	en_US
dc.contributor.author	Hou Tay, B	en_US
dc.contributor.author	Orr, M	en_US
dc.date.issued	2009-04-03	en_US
dc.identifier.citation	International Journal of Managing Projects in Business, 2009, 2 (2), pp. 179 - 197	en_US
dc.identifier.issn	1753-8378	en_US
dc.identifier.uri	http://hdl.handle.net/10453/9841
dc.description.abstract	Purpose – This paper aims to show how systems thinking can be incorporated in action research (AR) interventions to successfully implement organizational change. The two case studies described in this paper would be useful to managers who want to implement change in their own organizations. Design/methodology/approach – Both projects used AR as the methodology due to its flexible, responsive and emergent nature. In one project, there was a deliberate attempt to incorporate soft systems thinking whereas in the other project soft systems thinking was used as a sensemaking process while carrying out AR. As an added benefit both approaches have resulted in successful completion of doctoral research. Findings – Soft systems methodology (SSM) and AR can both help in addressing illstructured problems faced by managers, in collaboration with stakeholders using questioning and reflection. Both lead to an increased understanding about the problem situation. The difference is that SSM uses a more structured approach while AR is emergent in its application. SSM practitioners advocate that action researchers would benefit by declaring in advance an intellectual framework to guide their research. This has the additional benefit of overcoming obstacles in an academic environment where research processes are still governed based on traditional research methods. Practical implications – The ideas presented in the paper could be particularly useful to a practicebased discipline such as project management where research into its practice is in demand. Originality/value – This paper would be useful to managers interested in a rigorous methodology to implement organizational change in addressing business problems. It demonstrates ways of combining SSM and AR, resulting in a powerful research tool to carry out rigorous research. © 2009, Emerald Group Publishing Limited	en_US
dc.relation.ispartof	International Journal of Managing Projects in Business	en_US
dc.relation.isbasedon	10.1108/17538370910949257	en_US
dc.title	Managing organizational change by using soft systems thinking in action research projects	en_US
dc.type	Journal Article
utslib.citation.volume	2	en_US
utslib.for	120201 Building Construction Management and Project Planning	en_US
utslib.for	12 Built Environment and Design	en_US
utslib.for	15 Commerce, Management, Tourism and Services	en_US
pubs.embargo.period	Not known	en_US
pubs.organisational-group	/University of Technology Sydney
pubs.organisational-group	/University of Technology Sydney/e-Press
pubs.organisational-group	/University of Technology Sydney/Faculty of Design, Architecture and Building
pubs.organisational-group	/University of Technology Sydney/Faculty of Design, Architecture and Building/School of Built Environment
pubs.organisational-group	/University of Technology Sydney/Strength - CCDP - Contemporary Design Practice
utslib.copyright.status	open_access
pubs.issue	2	en_US
pubs.publication-status	Published	en_US
pubs.volume	2	en_US

Abstract:

Purpose – This paper aims to show how systems thinking can be incorporated in action research (AR) interventions to successfully implement organizational change. The two case studies described in this paper would be useful to managers who want to implement change in their own organizations. Design/methodology/approach – Both projects used AR as the methodology due to its flexible, responsive and emergent nature. In one project, there was a deliberate attempt to incorporate soft systems thinking whereas in the other project soft systems thinking was used as a sensemaking process while carrying out AR. As an added benefit both approaches have resulted in successful completion of doctoral research. Findings – Soft systems methodology (SSM) and AR can both help in addressing illstructured problems faced by managers, in collaboration with stakeholders using questioning and reflection. Both lead to an increased understanding about the problem situation. The difference is that SSM uses a more structured approach while AR is emergent in its application. SSM practitioners advocate that action researchers would benefit by declaring in advance an intellectual framework to guide their research. This has the additional benefit of overcoming obstacles in an academic environment where research processes are still governed based on traditional research methods. Practical implications – The ideas presented in the paper could be particularly useful to a practicebased discipline such as project management where research into its practice is in demand. Originality/value – This paper would be useful to managers interested in a rigorous methodology to implement organizational change in addressing business problems. It demonstrates ways of combining SSM and AR, resulting in a powerful research tool to carry out rigorous research. © 2009, Emerald Group Publishing Limited

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http://hdl.handle.net/10453/9841