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Reflections on critical systems thinking and the management of change in rule‐bound systems

Reflections on critical systems thinking and the management of change in rule‐bound systems Looks at a specific variant of systems thinking, called critical systems thinking, which is an approach that was developed in the UK during the 1980s. In particular, consideration is given to "rule-bound" systems - scenarios where the possibilities for change have been found to be problematic. The characteristics of such situations will initially be set out, focusing on the power relations that appear to pervade such situations. A prison-based change management initiative is used to show how critical systems thinking can be employed, and provide some reflections on the process of change management and the outcomes achieved. These reflections point to some difficulties experienced that emerged from the rule-bound nature of the problem situation and ways in which such difficulties might be addressed in similar situations in the future are suggested. Insights for both private and public sector organizations are drawn throughout the paper. http://www.deepdyve.com/assets/images/DeepDyve-Logo-lg.png Journal of Organizational Change Management Emerald Publishing

Reflections on critical systems thinking and the management of change in rule‐bound systems

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Publisher
Emerald Publishing
Copyright
Copyright © 2000 MCB UP Ltd. All rights reserved.
ISSN
0953-4814
DOI
10.1108/09534810010321472
Publisher site
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Abstract

Looks at a specific variant of systems thinking, called critical systems thinking, which is an approach that was developed in the UK during the 1980s. In particular, consideration is given to "rule-bound" systems - scenarios where the possibilities for change have been found to be problematic. The characteristics of such situations will initially be set out, focusing on the power relations that appear to pervade such situations. A prison-based change management initiative is used to show how critical systems thinking can be employed, and provide some reflections on the process of change management and the outcomes achieved. These reflections point to some difficulties experienced that emerged from the rule-bound nature of the problem situation and ways in which such difficulties might be addressed in similar situations in the future are suggested. Insights for both private and public sector organizations are drawn throughout the paper.

Journal

Journal of Organizational Change Management – Emerald Publishing

Published: Apr 1, 2000

Keywords: Systems theory; Organizational change; Managerial power

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