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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.

Scholarship on workplace diversity, equity, and inclusion (DEI) is voluminous. Nevertheless, there is relatively little work that examines DEI from an organization development and change (ODC) or systems perspective. As a result, there is no unified framework ODC practitioners can use for DEI diagnosis and intervention. The purpose of this chapter is to review the ODC literature with respect to DEI and propose a diagnostic Context-Levels-Culture (CLC) framework for understanding and addressing diversity-related challenges in organizations. We also present a case example of how this framework can be used in DEI consulting, including implications for future research and practice.

Students of organizations are beginning to recognize the importance of continuous learning in organizations, but to date the concept is not well understood, particularly in terms of how the learning of individuals is related to the learning that takes place in groups, which is related to the learning that occurs in organizations (and all other combinations). To further our understanding, we offer the idea of continuous learning in organizations from a living system's perspective. We view individuals, groups, and organizations as living systems nested in a hierarchy. We propose that living systems can learn in three ways: they can adapt, they can generate, and they can transform. Learning triggers from the environment spark learning, and this relationship is moderated by the system's readiness to learn. Readiness to learn is a function of the permeability of the system's boundaries, the system's stage of development, and the system's meta-systems perspective. Additional research questions are presented to explore learning flow between levels and to determine how the match between one system's pressure for change and another system's readiness to learn affects the emergence of adaptive, generative, and transformative learning. In addition, research questions are offered as a means to test these ideas and build grounded theory. Finally, using this model, the chapter presents three case studies and suggests diagnostic questions to analyze and facilitate continuous learning from a multi-level perspective.

The literature on change is characterized by an opposite, dichotomist view on the subject. Many authors describe only one or some of these characteristics and attribute a normative value to it. When discussing one of these attributes they will make a deviating classification in the way in which change arises. Although types and attributes of change are largely studied in the change literature, there is no general agreement on the attributes that can best describe the different types of change. The purpose of this chapter is to try to consolidate the vast literature on the types and attributes of change in order to find a more homogeneous set of attributes.

From an extensive literature research on change articles and books from 1970 onward, eight dimensions of change attributes were found that are able to describe the characteristics of a change in a dynamic way.

In order to overcome the dichotomist view, organizational change is approached not as a process changing a system but as a system by itself. Although the borders between the change system and the system to be changed are not always easy to perceive, this view seems to create a richer picture on change. A systems approach allows to define the attributes of change in a holistic way that captures the always paradoxical state change is in.

This chapter explores a pathway towards achieving a sustainable and inclusive future through the implementation of systems innovation, systems leadership and systems change. The author highlights the importance of understanding complex systems and identifies several models that can be employed to drive systems change, including the iceberg model and multi-level perspective. The author stresses the significance of systems leadership and innovation in creating a sustainable and inclusive future. This means that leaders and managers need to shift their mindset from reductionism to systems thinking. Reductionism views complex systems as a collection of separate parts that can be studied independently. In contrast, systems thinking acknowledges the interconnectedness of all parts and how they influence each other. When they embrace systems thinking, leaders and managers can make systems innovation and drive systems change to achieve sustainable and inclusive growth. Achieving a sustainable and inclusive future requires a collective effort from individuals, organizations and governments. It demands a comprehensive understanding of the interdependencies and interactions within complex systems, as well as a willingness to adopt new ways of thinking and leading. This chapter presents a compelling case for adopting systems innovation, systems leadership and systems change as critical components in building a sustainable and inclusive future.

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.

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.

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.