The reflective frame

Abstract

Purpose

To implement the concepts developed in this action research (AR) programme in a single company and monitor the results.

Design/methodology/approach

In this paper the ideas canvassed in earlier papers regarding the inductive frame and the deductive frame are applied to a single firm and the response is observed over a period of three years. The CMS concept of a change in management style – from a modernist, traditional hands‐on, hierarchical manager/subordinate style, to a more inclusive, self‐management style is introduced

Findings

The tangible benefits that have been observed in the subject company over a period of three years are described. The strategic thinking process led to a change in company culture, which has resulted in many benefits deriving from significant productivity gains. Financial performance and employee productivity have improved significantly. AR as a philosophy for change and CMS as an epistemological paradigm, which underlies the core philosophies for the business, are now part of the long‐term culture of the firm and it is expected that the AR process will continue indefinitely.

Practical implications

Significant improvements in productivity and profitability have been observed. Sickness and accident leave have also been reduced and a positive culture of self‐responsibility is apparent.

Originality/value

This small business has demonstrated many improvements and it is probable that other businesses would also enjoy the benefits of implementing this strategic process.

Citation

French, S. (2009), "The reflective frame", Journal of Management Development, Vol. 28 No. 3, pp. 267-280. https://doi.org/10.1108/02621710910939631