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Organizational change is an activity that is only partially analysable within current systems theories since they are based on static models of systems. The change process therefore is often organized on an ad hoc basis with less efficient control compared to the operation of the regular system. This paper offers some guidelines for the design of change programmes, ie the plan of action for the implementation of a change. In particular the concept of ‘Design/Contribution Graphs’ is presented as a tool for planning the implementation programme.

The purpose of this study is to develop a meta-model for organisational change based on a literature review across organisational theories, specific theories about organisational change and systems theories related to theories of organisational change.

The research is based on an extensive literature review for the period 1972–2012 which covers organisational theories, systems theories relating to organisational change theories, and specific theories of organisational change. It used the Social Sciences Citation Index using as search items change, transformation, organization[al] model, theory, systems, and combinations of these terms. The research is based on an extensive literature review for the period 1972–2012 which covers organisational theories, systems theories relating to organisational change theories, and specific theories of organisational change. It used the Social Sciences Citation Index using as search items change, transformation, organization[al] model, theory, systems, and combinations of these terms.

The meta-model is constructed as a complex systems model including the four discourses and their process elements. As each discourse provides specific and different insights into how organisational change occurs, we can widen our field of view on change by switching between different discourses. This also allows a holistic rather than the reductionist methods of other approaches.

The meta-model makes it possible to look at organisational change from a variety of angles. Structural, cultural, behavioral and strategic change can be looked at from four different dimensions. It allows for insights from the different discourses to be drawn upon, as each of which have their merits but also their own limitations. By going beyond the normative discourse, it provides for a model of organisational change that better reflects the complexity of change in real life settings and captures the complexity of the research literature.

The paper seeks to demonstrate that a systems model of change is better able to capture the complex nature of change than are linear models. Synthesizing this literature has been undertaken previously but this has usually been done with linear models of change which have produced limited results.

Preface The functions of business divide into several areas and the general focus of this book is on one of the most important although least understood of these—DISTRIBUTION. The particular focus is on reviewing current practice in distribution costing and on attempting to push the frontiers back a little by suggesting some new approaches to overcome previously defined shortcomings.

The purpose of this paper is to present insights into the way in which system change can be activated around the provision of services and support for people experiencing multiple disadvantages in an urban setting.

This paper is informed by a thematic analysis of reflections, reports, learning logs, interviews and experiences of those “activating” system change in the Golden Key partnership in Bristol between 2014 and 2021.

Four themes are identified, including “creating the conditions for change”, “framing your involvement”, “investing in relationships” and “reflective practice and learning”. For each of these, an illustrative vignette is provided.

Practical recommendations and reflective questions are provided with suggestions of further considerations for applying this approach in different contexts.

This paper describes an original approach of activating and supporting people to do system change to improve the lives of people facing multiple disadvantages.

Social marketing has gained widespread recognition as a means of motivating behaviour change in individuals for societal good. Many opinions have been shared regarding its potential to affect society or systems-wide change, leading to the macro-or systems social marketing (SSM) concepts and ideas. This paper aims to critically appraise the SSM literature, identify key features and highlight gaps for future research.

A search was conducted of peer-reviewed SSM articles published from 2000 to March 2018 inclusive. A number of online databases were mined, including but not limited to Google, Google Scholar, Scopus, PubMed, Cochrane and Medline. Key social marketing outlets (Social Marketing Quarterly and Journal of Social Marketing) were browsed manually. In total, 28 SSM articles were identified.

SSM adopts a dynamic systems thinking approach; it is an orientation, not a theory or model; it is multi-method; and it recognises that intervention can occur on multiple levels. Yet, greater attention should be given to the complexities of the systems context and the power structures and relations that exist between stakeholders. Significant issues also include stakeholder voice and participation, the use and reporting of theories and models, the measurement of long-term intervention outcomes and the undesirable impacts of SSM.

This paper identifies issues that need to be addressed if social marketing is to become a more system-oriented means to positively influence societal change. Implications for theoretical and practical development of the social marketing field are provided.

The purpose of this paper is to provide a commentary and recommendations on systemic approaches to designing and implementing change in organisations.

The paper is a viewpoint on successful change management techniques using action research based on experience in the use of systemic thinking and systems practices.

The use of a systems approach to change using relevant systems practices enables more successful change outcomes.

Change management practitioners should utilise systemic approaches to enable more successful change implementation.

The paper provides valuable advice for practitioners and researchers in change management through the author’s unique experience in systemic change processes.

The purpose of this paper is to develop a meta-model of organizational change that allows to look at change from different angles. This meta-model starts from the idea that there are different discourses about organizational change, each having their own merits but also their own limitations. Bringing these discourses together into an integrated systems model allows the authors to capture the essence of organizational change a lot better.

This model is designed based on a literature review of organizational theories, systems theories related to theories of organizational change and specific theories about organizational change.

The literature review resulted in a systems model of organizational change that is better able to grasp the complexity of change than linear models.

This model goes beyond the usual change models from the normative discourse and provides a multidimensional view on organizational change.

The purpose of this paper is to extend and elaborate the notion of successful organizational change to incorporate the concept of large system change (LSC), by developing a framework that brings together complexity and wicked problems theories to understand how individual organizations and change agents can better influence LSC.

This conceptual paper integrates wicked problems and complexity theories to understand and cope with large system initiatives from the perspective of change agents in organizations, and uses the case of the electricity system as an illustrative example for these concepts.

The paper provides implications for LSC and action steps for change agents in organizations, arguing that by understanding change initiatives through the lenses of complexity and wicked problems, change agents are likely to be more effective.

The integration of complexity science and wicked problems underpins the development of a comprehensive framework for creating effective LSC solutions, however, these ideas still need to be grounded in practice and empirical research.

Using these ideas, change agents in organizations can enhance their influence and use the power of system dynamics to support positive action for sustainable change. This paper provides a foundation to help think through the cross-sectoral, inter-organizational, and change dynamics involved in LSC efforts needed to bring about a more sustainable, secure, and equitable world for all.

The world greatly needs system change; however, there is limited theory on effective LSC. This paper hopes to contribute to understanding the ways in which the difficulties of such change can be harnessed to move in positive directions with minimal disruption and greatest effectiveness.

Theories of change management that position the organization in the context of a broader system and define its role in creating change do not yet articulate the nature of the problems at hand in relation to the large systems where they are embedded. This paper builds upon wicked problems and complexity theories to shed light on the role of change agents and organizations in effective transformational change.

It is all too easy in the hectic world of business to get too involved with the day‐to‐day managing of processes and events. When this happens it is difficult to see the wood for the trees and the automatic pilot syndrome takes over. This does not suggest that you do not know what you are doing ‐ on the contrary you are probably as switched on to whatever activity you are managing as anyone could be. What you could be missing, however, is the explanation as to why you are doing it. If this sounds familiar to you, what might be needed is a detached period from your work. By this I mean stay on the high ground for a while so you can get an overview of what you are doing and, more importantly, why you are doing it. How many managers, I wonder, get the opportunity to question what they are doing? If you allow yourself to slip into complacency then you and your organization will soon lose competitive advantage.

The purpose of the paper is to propose a systems change lens to current approaches to assessing social impact in social ventures. Many existing tools for measuring social impact are limited in their capacity to assess the inherent complexities and interconnected nature of the work done by social enterprises.

The paper uses in-depth interviews with sector experts to gain insights into their needs related to impact assessment, as well as issues they face when attempting to understand and measure their impact.

Expert interviews provide insights into how social impact occurs through interconnected systems. It also highlights the need for impact assessment to better consider interaction within systems and networks. Results support previous work concerning the need for methods that can better account for complexity, interacting problems and the place of power in influencing actions.

Following results from interviews and review of existing literature, symbolic interactionism and Social Worlds/Arenas theories are used to gain insight as to how impact can be conceptualized in terms of systemic shifts in social equilibria. The model proposes to capture the contested definitions of problems and their negotiation in social structures.

Grounded in sociological theory, the model brings a new theoretical approach to social impact assessment, one that provides a different view of social structures than existing models that are grounded in economic metrics. The proposed model, therefore, provides a new lens for the detailed assessment of the complex interactions between systems.