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 engineers to assist organisational change. The key driver for each programme of change was the implementation of a new company‐wide strategy for increasing competitive edge in the open market. In each instance, senior management recognised that, while their engineers possessed the “hard”, technical skills to fulfil such a strategy, they did not all possess the “soft”, people‐related skills to cope with the cultural aspects of the change. Systems concepts, such as rich pictures and metaphors, were used to generate new perspectives that would stimulate a more holistic approach to organisational change management.
Ragsdell, G. (2000), "Engineering a paradigm shift? An holistic approach to organisational change management", Journal of Organizational Change Management, Vol. 13 No. 2, pp. 104-120. https://doi.org/10.1108/09534810010321436
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