Communicating for change: a systems thinking approach

Abstract

PurposeThis study describes in detail an application of the Theory of Constraints (TOC)-based systems thinking approach towards clear and effective communication in a change management exercise. The same is achieved through the example of a large defence organization that is struggling with a multitude of problems in its stores and purchase departments.Design/methodology/approachIt is demonstrated through the case study how five systems thinking tools – Current Reality Tree (CRT), Evaporating Cloud (EC), Future Reality Tree (FRT), Negative Branch Reservation (NBR) and Prerequisite Tree (PRT) – can be applied in overcoming different layers of resistance and for getting the necessary agreement from the stakeholders for a successful change initiative.FindingsThe five logical thinking tools helped answer the three questions – “what to change”, “what to change to” and “how to cause the change” (Goldratt, 1990) – satisfactorily and overcome various layers of resistance to get the desired buy-in from the stakeholders for a successful change management exercise.Originality/valueThe cause-and-effect based method presented in this work is generic enough and can be adopted for getting a buy-in in a variety of change management contexts.