Registro de Albaranes de Entrega

This chapter builds on the theoretical foundations upon which this research project is based. From the late nineteenth century up to the 1960s scientific management and human relations have influenced how organisational change has been perceived and dealt with. From this rich legacy some assumptions about change were carried forward into later change management thinking. In doing so several rich issues are identified across the disciplines examined.

Amongst the issues identified are the inabilities to create organisations which are capable of implementing change to shift into the new business paradigm, resulting in cynicism and lowered commitment, and the convergence of Organisational Development and Systems perspectives to organisational change. The emergence of change models which support engagement of stakeholders has been examined and clearly demonstrate the advantages of utilising the rich knowledge base of participants to both identify and implement solutions that are accepted and achievable. The adoption of creativity techniques to enhance the current and future perceptions of stakeholders has been explored alongside methods to allow continued conversations, understanding, engagement and indeed leadership of change.

The use of cybernetics and in particular the application of Beer’s Viable Systems Model has been discussed as a structure to allow for the design and management of effective change. Indeed little research is evident with regard to the use of the VSM in such cases. It was however acknowledged that whilst the VSM may provide structure it has also been recognised that participatory elements should be embedded within the process. This will include elements of stakeholder participation, creativity and specifically coaching. Bringing together these elements provides a context which contributes to the body of knowledge of both Participatory Change Management and Cybernetics.

2.6.1 Review of Research Questions and Objectives

The review of the literature has established that little research exists that draws together elements of participatory change; using tools and techniques such as creativity and coaching to enhance engage stakeholders in the process; aligned with the use of Managerial Cybernetics and specifically the structures of the Viable Systems Model to provide the overarching framework to design the change process.

The research questions defined in Chapter 1 included:

1. Can a new framework be developed to enable Participatory Intervention in organisations?

2. Can the new framework for Participatory Intervention be embedded in organisations thus creating conditions which are conducive to change?

3. In what ways could the principles of managerial cybernetics improve communication flows and enhance the conditions for change?

Following the literature review these initial questions appear to remain valid.

The specific objectives for the remainder of the study include:

1. To determine and codify a Participatory Intervention Framework based on the principles of managerial cybernetics and the investigations of empirical work

2. To test and refine the framework using participatory action research

3. To evaluate the strengths and weaknesses of the approach in practice determining the benefits of participation and structure

4. To assess the framework against the principles of managerial cybernetics 5. To disseminate a framework to a wider academic and practitioner community

2.7 SUMMARY

Chapter 2 has presented an overview of the literature that has evolved over time with regard to the theory and practice of change management. The influences of participatory engagement in change have been summarised and the importance of coaching and creativity as a means of providing support mechanisms to individuals and teams has been reviewed.

An introduction to the theory of systems and cybernetics as a vehicle for designing effective processes for the management of change has been introduced and it was noted that little work linking the elements of cybernetics to design an effective participatory approach has been identified.

It has increasingly become apparent that there is a gap in the literature for the adoption of the Viable Systems Model as a cybernetic framework to effectively design and manage change interventions and accommodate embedded participatory change models including coaching and creativity. This framework will provide an overarching structure that will assist not only the design but the sustainability of an adaptive model.

In Chapter 3, a review of the variety of approaches to researching participatory change initiatives will be explored and will lead to the design of a participatory model which will be tested in subsequent chapters.

3 RESEARCH METHOD AND DESIGN

3.1 INTRODUCTION

The selection of an appropriate research method that will support the design of the research study is paramount and is often dependant on the nature of the study being conducted. This Chapter aims to present the alternative research approaches considered and draws conclusions as to the most effective approach to inform the study.

The approach adopted for the research focuses on action, the desire to improve the problem situation with which the research activity is directly involved, and the research element a desire to produce rigorous, generalizable results. For this purpose, Action Research is introduced and explained. This is underpinned by Organisational Cybernetics as a method for designing the Participatory Intervention Framework adopted by the study and applied to the research interventions presented in Chapters 4, 5 and 6.