Engineering a paradigm shift? An holistic approach to organisational change management

Brings together some of the empirical findings from a series oJ action research projects undertaken in a number of engineering companies. Systems concepts were employed with engineers to assist organisational change. The key driver for each programme oJ change was the implementation si a new company-wide strategy for increasing competitive edge in the open market In each instance, senior management recognised that, while their engineers possessed the hard: technical skills to fulfil such a strategy, they did not all possess the soft: people-related skills to cope with the cultural aspects oJ the change. Systems concepts, such as rich pictures and metaphors, were used to generate new perspectives that would stimulate a more holistic approach to organisational change management.