Abstract
Conventional approaches to change management tend to be prescriptive with the assumption that the specific course of action will lead to the intended outcome, with surprise when this does not materialise as expected. This possibly can be attributed to a failure to understand the context of change and thereby the failure to deal with conditions less than conducive to supporting the desired change. This paper presents Raul Espejo's Viplan Methodology as an appropriate framework to examine the context of change in an explicit and structured manner and thereby support the creation of conditions more conducive to change, thus increasing the likelihood of the desired outcomes. It draws upon the author's experience as a practitioner engaged in effecting operational change within UK small and medium-sized enterprises.
Original language | English |
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Pages (from-to) | 748-761 |
Journal | Journal of the Operational Research Society |
Volume | 63 |
Issue number | 6 |
DOIs | |
Publication status | Published - Jun 2012 |
Keywords / Materials (for Non-textual outputs)
- problem structuring methods
- organisational change
- cybernetics
- systems
- methodology