This study describes in detail an application of the Theory of Constraints (TOC)-based systems thinking approach towards clear and effective communication in a change management exercise. The same is achieved through the example of a large defence organization that is struggling with a multitude of problems in its stores and purchase departments.
It is demonstrated through the case study how five systems thinking tools – Current Reality Tree (CRT), Evaporating Cloud (EC), Future Reality Tree (FRT), Negative Branch Reservation (NBR) and Prerequisite Tree (PRT) – can be applied in overcoming different layers of resistance and for getting the necessary agreement from the stakeholders for a successful change initiative.
The five logical thinking tools helped answer the three questions – “what to change”, “what to change to” and “how to cause the change” (Goldratt, 1990) – satisfactorily and overcome various layers of resistance to get the desired buy-in from the stakeholders for a successful change management exercise.
The cause-and-effect based method presented in this work is generic enough and can be adopted for getting a buy-in in a variety of change management contexts.
Banerjee, D. and Lowalekar, H. (2021), "Communicating for change: a systems thinking approach", Journal of Organizational Change Management, Vol. 34 No. 5, pp. 1018-1035. https://doi.org/10.1108/JOCM-10-2020-0325
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