Sytems Thinking

INCORPORATING SYSTEMS THINKING IN ORGANIZATIONAL CHANGE PROJECTS USING ACTION RESEARCH BY PRACTITIONERS CONDUCTING ACADEMIC RESEARCH Dr. Shankar Sankaran Associate Professor, Faculty of Design Architecture and Building, University of Technology Sydney, City Campus, PO Box 123, NSW 2007, Australia Email: [e-mail] Dr. Tay Boon Hou Technical Director, Artificial Intelligence Laboratory, IN Technology Pte Ltd 10, Haig Lane, Singapore 438814 Email: [e-mail] Dr. Martin Orr Clinical Director, Information Services, Waitemata District Hospital, Email: [e-mail] ABSTRACT This paper explores the use of systems thinking in action research projects. It will describe two ‘real’ action research projects, where soft systems methodology was used by managers who introduced change in their own organizations. It elaborates how applying this methodology supported the application of action research. Both managers who used action research have successfully completed their doctorates in programs conducted by an Australian university. The paper discusses the relationship between soft systems methodology and action research, examines the problems faced in using this methodology in action research and discusses how systems thinking could be effectively applied by management researchers planning to conduct academic research. Keywords: Systems Thinking, Action Research, Soft Systems Methodology, Organizational Change, Management Research.

INTRODUCTION This paper starts with a brief explanation of action research (AR) and soft systems methodology (SSM) and then describes a doctoral program conducted by an Australian university where AR is often used by practitioners conducting academic research. Two AR projects are then described in which SSM was used. Next, a discussion on the use of systems thinking in action research projects is presented. The paper concludes with some suggestions on how to embed systems thinking approaches in action

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