Light bulbs and change: systems thinking and organisational learning for new ventures

Abstract

Purpose

The purpose of the paper is to revisit the practical worth of different systems thinking tools applied to three different business clients, which may be dismissed by academic researchers as theoretically old fashioned.

Design/methodology/approach

The methodologies used are systems‐based (SSM, VSM and causal loop diagrams), culminating in reflective practitioner in action.

Findings

By maintaining a simple application of tools but a more complex act of reflection, learning can occur for client and consultant. This may be the basis of a more formal research programme.

Originality/value

The material presented here is just a sample of business clients chosen to present the broadest selection of systems tools within the constraints of this paper. Reflection rather than pre‐structured research is the emphasis.

Citation

Hebel, M. (2007), "Light bulbs and change: systems thinking and organisational learning for new ventures", The Learning Organization, Vol. 14 No. 6, pp. 499-509. https://doi.org/10.1108/09696470710825114