Journal of Organizational Change Management: Volume 13 Issue 2

Engineering a paradigm shift?: An holistic approach to organisational change management

Gillian Ragsdell

Brings together some of the empirical findings from a series of action research projects undertaken in a number of engineering companies. Systems concepts were employed with…

Accessing knowledge at British Airways: the impact of soft OR

Ian Yeoman, John Sparrow, Felix McGunnigle

Operational research plays a major role in improving the profitability of British Airways (BA), which is the largest, and one of the most successful, international airlines in the…

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

John Clayton, Wendy J. Gregory

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…

Changing the “whole system” in the public sector

Leroy White

New reforms in the public sector mean that many organisations are attempting to cope with turbulent environments. Traditional models of change have been found to be too static and…

Emergence and accomplishment in organizational change

Ian Beeson, Chris Davis

Systems theories, because of the emphasis they place on the maintenance of order, have generally given an impoverished account of change. Complexity theory gives an explanation of…

Interlevel dynamics in clinical inquiry

David Coghlan

Within experiential paradigms of action research, clinical inquiry has hitherto received little attention. Clinical inquiry is the observation, eliciting and reporting of data…