The complexity of wicked problems in large scale change

2015 ◽  
Vol 28 (6) ◽  
pp. 993-1012 ◽  
Author(s):  
Sandra Waddock ◽  
Greta M. Meszoely ◽  
Steve Waddell ◽  
Domenico Dentoni
Keyword(s):  
Large Scale ◽  
Change Agents ◽  
Transformational Change ◽  
System Change ◽  
Wicked Problems ◽  
Large System ◽  
Change Initiatives ◽  
Content Type ◽  
Theories Of Change ◽  
Complexity Theories

Purpose – 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. Design/methodology/approach – 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. Findings – 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. Research limitations/implications – 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. Practical implications – 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. Social implications – 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. Originality/value – 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.

Creating a sustainable model for stroke system change

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Elizabeth Linkewich ◽  
Shelley Sharp ◽  
Denyse Richardson ◽  
Jocelyne McKellar
Keyword(s):  
Change Process ◽  
Leadership Skills ◽  
Transformational Change ◽  
System Change ◽  
Change Leadership ◽  
Leadership Capacity ◽  
Process Change ◽  
Content Type ◽  
Tailored Approach ◽  
Capacity For Change

PurposeThe purpose of this paper is to develop an infrastructure and leadership capacity for a sustainable approach to collaborative change in a complex health-care system.Design/methodology/approachAn infrastructure for system change and a mechanism to build capacity for change leadership was developed. This involved (1) using a community of a practice model to create a change community, (2) developing an iterative engagement and change process and (3) integrating collaborative change leadership skills and knowledge development within the process. Change leadership was evaluated using Wenger's phases of value creation.FindingsA change community of 62 members across 19 organizations codeveloped a change process that aligns with Cooperrider's 4D Cycle. The change community demonstrated application of change leadership learnings throughout the change process.Originality/valueA tailored approach was required to support sustainable transformational change in the Toronto stroke system. This novel methodology provides a framework for broader application to systems change in other complex systems that support both local and system-wide ownership of the work.

Creating the conditions for change: an NHS perspective

2019 ◽  
Vol 34 (3) ◽  
pp. 345-361
Author(s):  
Karen Fitzgerald ◽  
Louise Biddle
Keyword(s):  
Transformational Change ◽  
Structured Interviews ◽  
Change Initiatives ◽  
Linear Processes ◽  
Constant Attention ◽  
Content Type ◽  
Sustaining Change ◽  
Early Diagnosis Of Cancer ◽  
System Leaders ◽  
Change Framework

Purpose Improving early diagnosis of cancer through system change initiatives is endemic in England’s NHS cancer services. These initiatives, however, often fail to gain traction due to the complexities of health system structures. The purpose of this paper is to explore whether using a change framework grounded in systems thinking could be of help to system leaders. Design/methodology/approach A portfolio of geographically independent projects, all implementing cancer service changes as part of the Accelerate, Coordinate, Evaluate Programme, was used for the study. Eight projects were purposively selected to give a varied case-mix. Two semi-structured interviews were conducted with each project. Analysis of interviews was carried out using the Framework Method. Findings Processes working for (growth processes) and against (limiting processes) change were evident in and common across all eight projects. Projects commonly encountered challenges of relevance, time and bounded thinking. Having a network of committed people was vital for both initiating and sustaining change. Furthermore, understanding stakeholders’ emotional responses to change helped mitigate emergent challenges. Practical implications Leaders should pay constant attention to the dynamics of change, taking time to anticipate and diffuse challenges whilst simultaneously working to create the conditions that help change flourish. A change framework rooted in complex systems theory can help leaders understand the contradictory and non-linear processes inherent in transformational change. Originality/value Few studies seek to understand change dynamics by comparing the experiences of separate change initiatives implemented contemporaneously. The findings offer leaders practical insights on how to implement transformation.

A relationship between corporate sustainability and organizational change (part three)

2016 ◽  
Vol 48 (3) ◽  
pp. 133-141 ◽  
Author(s):  
Steven H. Appelbaum ◽  
Regina Calcagno ◽  
Sean Michael Magarelli ◽  
Milad Saliba
Keyword(s):  
Organizational Change ◽  
Value Creation ◽  
Organizational Transformation ◽  
Corporate Sustainability ◽  
Transformational Change ◽  
Business Culture ◽  
Change Initiative ◽  
Change Initiatives ◽  
Content Type ◽  
Evolution Of Ideas

Purpose – In the present kaleidoscopic business landscape the concepts of corporate sustainability are increasingly affecting corporations’ relationships with society and shaping how business leaders interpret changes to their organizations. The path to sustainability is best viewed as an organizational change initiative for which the “how” and “why” must be considered. Broadly, change initiatives have a notably poor success rate, which is likely related to discord between an initiative and the people undertaking it. Corporate sustainability is a transformational change that impacts business culture and a firm’s relationship with its community. The purpose of this paper is to better understand implications of undertaking sustainability change initiatives in today’s global environment the corporate-societal relationship needs to be examined in this three part paper in terms of value creation, for whom, and how sustainability is becoming an increasingly significant portion of this equation. First, a basis for corporate sustainability and the concepts surrounding who the stakeholders need to be examined, after which the reasons for attempting sustainability, in terms of value creation, and considerations for the implementation (culture, identity, attachment) of said change initiative will be explored. Design/methodology/approach – Empirical and practitioner research papers were reviewed to illustrate the meaning and approaches to corporate sustainability and analyze how organizational change initiatives can best be used to facilitate organizational transformation. Findings – There is no consensus on the meaning of corporate sustainability, rather there continues to be an evolution of ideas and theories shaping the evolution of corporate sustainability. To implement any form of corporate sustainability requires that managers understand their objective and the cultural and psychological barriers of organizational change. Better engagement with those undertaking organizational change and clear articulation of the change’s purpose can better lend themselves to an initiative’s success. However, there is no panacea and managers must recognize that approaches may need to be altered. Research limitations/implications – Research tends to occupy one of two spheres, either corporate sustainability or change initiatives. More linkage between these two concepts and empirical research of the effectiveness of organizational change practices for corporate sustainability is needed. Practical implications – A better understanding of organizational change theories, practices, and procedures may benefit managers and organizations that endeavor to realize corporate sustainability. Social implications – Given the implications of recent corporate collapses and their perceived malice, there is now greater thought about the role these organizations have in society. Concepts regarding shared value and mutual benefit to society and corporations can be expected to remain at the forefront of the public decorum. Originality/value – This paper sought to draw stronger ties between corporate sustainability and organizational change, highlighting that the two are codependent.

A relationship between corporate sustainability and organizational change (Part One)

2016 ◽  
Vol 48 (1) ◽  
pp. 16-23 ◽  
Author(s):  
Steven H. Appelbaum ◽  
Regina Calcagno ◽  
Sean Michael Magarelli ◽  
Milad Saliba
Keyword(s):  
Organizational Change ◽  
Value Creation ◽  
Organizational Transformation ◽  
Corporate Sustainability ◽  
Transformational Change ◽  
Business Culture ◽  
Change Initiative ◽  
Change Initiatives ◽  
Content Type ◽  
Evolution Of Ideas

Purpose – In the present kaleidoscopic business landscape the concepts of corporate sustainability are increasingly affecting corporations’ relationships with society and shaping how business leaders interpret changes to their organizations. The path to sustainability is best viewed as an organizational change initiative for which the “how” and “why” must be considered. Broadly, change initiatives have a notably poor success rate, which is likely related to discord between an initiative and the people undertaking it. Corporate sustainability is a transformational change that impacts business culture and a firm’s relationship with its community. The purpose of this paper is to examine the corporate-societal relationship to better understand implications of undertaking sustainability change initiatives in today’s global environment in this three-part paper in terms of value creation, for whom, and how sustainability is becoming an increasingly significant portion of this equation. First, a basis for corporate sustainability and the concepts surrounding who the stakeholders need to be examined, after which the reasons for attempting sustainability, in terms of value creation, and considerations for the implementation (culture, identity, attachment) of said change initiative will be explored. Design/methodology/approach – Empirical and practitioner research papers were reviewed to: illustrate the meaning and approaches to corporate sustainability; and analyze how organizational change initiatives can best be used to facilitate organizational transformation. Findings – There is no consensus on the meaning of corporate sustainability, rather there continues to be an evolution of ideas and theories shaping the evolution of corporate sustainability. To implement any form of corporate sustainability requires that managers understand their objective and the cultural and psychological barriers of organizational change. Better engagement with those undertaking organizational change and clear articulation of the change’s purpose can better lend themselves to an initiative’s success. However, there is no panacea and managers must recognize that approaches may need to be altered. Research limitations/implications – Research tends to occupy one of two spheres, either corporate sustainability or change initiatives. More linkage between these two concepts and empirical research of the effectiveness of organizational change practices for corporate sustainability is needed. Practical implications – A better understanding of organizational change theories, practices, and procedures may benefit managers and organizations that endeavor to realize corporate sustainability. Social implications – Given the implications of recent corporate collapses and their perceived malice, there is now greater thought about the role these organizations have in society. Concepts regarding shared value and mutual benefit to society and corporations can be expected to remain at the forefront of the public decorum. Originality/value – This paper sought to draw stronger ties between corporate sustainability and organizational change, highlighting that the two are codependent.

What Gives Life to Large System Change?

2019 ◽  
Vol 33 (3) ◽  
pp. 342-358 ◽  
Author(s):  
Sandra Waddock ◽  
Petra Kuenkel
Keyword(s):  
Sustainable Development Goals ◽  
Change Agents ◽  
System Change ◽  
Large System ◽  
Levels Of Analysis ◽  
Multiple Sources ◽  
The Sustainable Development ◽  
Core Set ◽  
Different Types ◽  
Development Goals

This article argues that the capacity to create the large system change needed to deal with “grand challenges” like the Sustainable Development Goals, sustainability, or climate change can be enhanced by understanding and applying a core set of principles, drawn from multiple sources and levels of analysis that have explored the question of “what gives life.” These sources all—albeit in different ways—apply the question, what “gives life” to different types of systems, and how this relates to the (so far as we know) uniquely human capacity for reflection. We identify six principles that “give life” to systems—intentional generativity, permeable containment, emerging novelty, contextual interconnectedness and requisite diversity, mutually enhancing wholeness, and proprioceptive consciousness—then provide guidance for change agents and scholars, as well as an illustrative example of the principles in action. These six principles provide a foundation for thinking about how to create flourishing human systems in organizations, social change, and global sustainability transformation.

A relationship between corporate sustainability and organizational change (part two)

2016 ◽  
Vol 48 (2) ◽  
pp. 89-96 ◽  
Author(s):  
Steven H. Appelbaum ◽  
Regina Calcagno ◽  
Sean Michael Magarelli ◽  
Milad Saliba
Keyword(s):  
Organizational Change ◽  
Value Creation ◽  
Organizational Transformation ◽  
Corporate Sustainability ◽  
Transformational Change ◽  
Business Culture ◽  
Change Initiative ◽  
Change Initiatives ◽  
Content Type ◽  
Evolution Of Ideas

Purpose – In the present kaleidoscopic business landscape the concepts of corporate sustainability are increasingly affecting corporations’ relationships with society and shaping how business leaders interpret changes to their organizations. The path to sustainability is best viewed as an organizational change initiative for which the “how” and “why” must be considered. Broadly, change initiatives have a notably poor success rate, which is likely related to discord between an initiative and the people undertaking it. Corporate sustainability is a transformational change that impacts business culture and a firm’s relationship with its community. To better understand implications of undertaking sustainability change initiatives in today’s global environment the corporate-societal relationship needs to be examined in this three-part paper in terms of value creation, for whom, and how sustainability is becoming an increasingly significant portion of this equation. First, a basis for corporate sustainability and the concepts surrounding who the stakeholders need to be examined, after which the reasons for attempting sustainability, in terms of value creation, and considerations for the implementation (culture, identity, attachment) of said change initiative will be explored. The paper aims to discuss these issues. Design/methodology/approach – Empirical and practitioner research papers were reviewed to illustrate the meaning and approaches to corporate sustainability and analyze how organizational change initiatives can best be used to facilitate organizational transformation. Findings – There is no consensus on the meaning of corporate sustainability, rather there continues to be an evolution of ideas and theories shaping the evolution of corporate sustainability. To implement any form of corporate sustainability requires that managers understand their objective and the cultural and psychological barriers of organizational change. Better engagement with those undertaking organizational change and clear articulation of the change’s purpose can better lend themselves to an initiative’s success. However, there is no panacea and managers must recognize that approaches may need to be altered. Research limitations/implications – Research tends to occupy one of two spheres, either corporate sustainability or change initiatives. More linkage between these two concepts and empirical research of the effectiveness of organizational change practices for corporate sustainability is needed. Practical implications – A better understanding of organizational change theories, practices, and procedures may benefit managers and organizations that endeavor to realize corporate sustainability. Social implications – Given the implications of recent corporate collapses and their perceived malice, there is now greater thought about the role these organizations have in society. Concepts regarding shared value and mutual benefit to society and corporations can be expected to remain at the forefront of the public decorum. Originality/value – This paper sought to draw stronger ties between corporate sustainability and organizational change, highlighting that the two are codependent.

Social innovation and temporary innovations systems (TIS): insights from nature-based solutions in Europe

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Mary Lee Rhodes ◽  
Siobhan McQuaid ◽  
Gemma Donnelly-Cox
Keyword(s):  
Large Scale ◽  
Social Innovation ◽  
Innovation System ◽  
Wicked Problems ◽  
Wicked Problem ◽  
Case Study Methodology ◽  
Content Type ◽  
City Community ◽  
Social Innovations ◽  
Long Term Impact

Purpose The purpose of this paper is to examine the applicability of the complexity-based temporary innovation system (TIS) framework to social innovation and examine the extent to which “nature-based solution” (NBS) projects may be understood through a TIS lens. It is proposed that TIS provides a framework to facilitate multi-actor engagement in social innovation responses to the complexity of wicked problems? The goal is to explore if TIS provides a useful framework for understanding the evolution of social innovation projects and enabling more consciously designed and facilitated social innovation with the potential for large-scale, long-term impact. Design/methodology/approach The research uses a case study methodology in which 10 NBS projects in 3 European cities are examined and compared to the expected features of a TIS as proposed by anonymised for the review process (2018; 2019) Findings Of the 10 NBS projects, only 3 were “TIS-like”, each of which was targeting wicked problems in the city/community. As only one of the remaining 7 projects was aimed at a wicked problem, the authors concluded that the TIS framework may be best suited to those social innovations that address one or more wicked problems and that NBS projects may not display this feature. Research limitations/implications The authors conclude with a reflection on theoretical insights arising from applying the TIS framework to NBS in particular, and social innovation generally – and proposes the next steps in developing the TIS framework in relation to social innovation. Originality/value This paper applies a new complexity framework to empirical data that have not been examined previously. This analysis contributes to the development of a new framework for designing and analysing complex social innovation initiatives and challenges existing theories presenting NBSs as addressing complex “wicked” problems.

Why the leadership of change is especially difficult for Chinese principals

2014 ◽  
Vol 27 (3) ◽  
pp. 486-498 ◽  
Author(s):  
Shuangye Chen ◽  
Zheng Ke
Keyword(s):  
Principal Leadership ◽  
Large Scale ◽  
Institutional Framework ◽  
Illustrative Case ◽  
Change Initiatives ◽  
Student Centered ◽  
Content Type ◽  
Context Sensitive ◽  
Leadership Impact ◽  
School Changes

Purpose – There is research evidence emerging to show that Chinese principal leadership appears to have a limited effect on the large-scale and deep school changes, but reasons for this have not been well explored. The purpose of this paper is to offer a conceptually framed explanation. By using China as an illustrative case, the authors propose using a macro-institutional framework to examine how principal leadership is mediated institutionally and why the leadership of change is especially difficult for Chinese principals. Design/methodology/approach – In order to facilitate a contextualized understanding, the three institutional pillars developed by Scott's (2001) were used as a macro-institutional framework to explain difficulties confronting principal leadership in China when making deep and sustainable school changes from regulative, normative and cognitive perspectives. Findings – The appeared change inertia and school changes on surface can partially be attributed to the cultural and institutional contexts of Chinese principal leadership. For principals, professional incentives and their change initiatives are institutionally and culturally constrained. Consequently, Chinese principals are left with very limited professional space to focus on making visible and endurable student-centered school changes. Originality/value – This is a first macro-institutional application to address principal leadership of change from the context of China. The regulative, normative and cognitive aspects are analytically useful to differentiate and manifest the institutional complexity and intricacy which are mediating principal leadership impact on school changes. This also illuminates the exploration of context sensitive leadership research to capture context features and understand context-embedded logics.

Culture and cognition in health systems change

2015 ◽  
Vol 29 (7) ◽  
pp. 874-892 ◽  
Author(s):  
Jenna M. Evans ◽  
G. Ross Baker ◽  
Whitney Berta ◽  
Jan Barnsley
Keyword(s):  
Mental Models ◽  
Large Scale ◽  
Future Research ◽  
Change Initiatives ◽  
Content Type ◽  
Culture And Cognition ◽  
Dynamic Relationship ◽  
Scale Change ◽  
Large Scale Change ◽  
Change Efforts

Purpose – Large-scale change involves modifying not only the structures and functions of multiple organizations, but also the mindsets and behaviours of diverse stakeholders. This paper focuses on the latter: the informal, less visible, and often neglected psychological and social factors implicated in change efforts. The purpose of this paper is to differentiate between the concepts of organizational culture and mental models, to argue for the value of applying a shared mental models (SMM) framework to large-scale change, and to suggest directions for future research. Design/methodology/approach – The authors provide an overview of SMM theory and use it to explore the dynamic relationship between culture and cognition. The contributions and limitations of the theory to change efforts are also discussed. Findings – Culture and cognition are complementary perspectives, providing insight into two different levels of the change process. SMM theory draws attention to important questions that add value to existing perspectives on large-scale change. The authors outline these questions for future research and argue that research and practice in this domain may be best served by focusing less on the potentially narrow goal of “achieving consensus” and more on identifying, understanding, and managing cognitive convergences and divergences as part of broader research and change management programmes. Originality/value – Drawing from both cultural and cognitive paradigms can provide researchers with a more complete picture of the processes by which coordinated action are achieved in complex change initiatives in the healthcare domain.

Participant experiences of transformational change in large-scale organization development interventions (LODIs)

2017 ◽  
Vol 38 (3) ◽  
pp. 419-432 ◽  
Author(s):  
Yabome Gilpin-Jackson
Keyword(s):  
Organization Development ◽  
Large Scale ◽  
Organizational Transformation ◽  
Stakeholder Involvement ◽  
Transformational Change ◽  
Support Service ◽  
Content Type ◽  
Business Outcomes ◽  
Development Interventions ◽  
Service Staff

Purpose The purpose of this paper is to present a qualitative understanding of participants’ experiences in an exemplar large-scale organization development intervention (LODI). The purpose was to understand what contributes to the success of LODIs from participant experiences. Design/methodology/approach The research design was a qualitative study of one-on-one interview findings (n=23) from participants involved in LODIs that spanned over four years in a complex healthcare system. Participants involved in the process represented clinical, operational, and support service staff as well as all levels from frontline to senior leaders. The 23 participants consisted of 13 women and ten men. Findings The qualitative analysis showed that participants reported experiences of transformational change, where contextual conditions as well as personal and organizational transformation processes existed in the LODIs. Contextual conditions were shown to have a multiplier effect on the attainment of transformation in what was considered a successful large-scale change, where desired business outcomes were also achieved. Further, access to shared transformational experience is what created context for the sense of community, responsibility, and accountability that spurred change agents into action. Originality/value Prior theory and research shows that large-scale and similar organization development interventions result in transformational change, deepened relationships, and successful outcomes as a result of organizational change processes such as emergence and generativity. This study provides new insight into why LODIs work from participants’ perspectives. These findings may be used to design successful LODI processes and expands research to include and be informed by participants’ experiences, in a field predicated on stakeholder involvement to begin with.

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