Systemic inquiry – exploring organisations

Abstract

Purpose Change management approaches and attempts of organisational development often fail. In search of business excellence, best practice managers and consultants overestimate the value of conceptual work and forget about the actual organisation and the virtues of the people who have to carry the burden of Change. Design/methodology/approach The theory of Applied Narratives from which the systemic inquiry (SI) methodology is derived relates to Heinz von Foerster's impact on the practice of organisational development, change management and systemic intervention. Understanding an organisation being an observer of itself gives way to benefit from constructivism and systems theory and puts the people and their contribution back into the centre of interest. Findings Applied Narratives and SI give a good insight into the importance of the mechanics of organisational identity for change management and organisational development. SI facilitates genuine change and real improvements. It works with the opportunities of the organisation and the capabilities of the people and avoids the limitations of short sighted concepts. Practical implications Systemic Inquiry shows a way to work closer with the organisation and the people. SI overcomes the necessity to deal with resistance. People who find their virtues and ideas well appreciated do not resist, on the contrary they contribute and support. They become the change agents conventional change management always dreamt of. Originality/value Systemic inquiry addresses both managers and consultants. SI shows how a systemic approach can help to implement effective, genuine and authentic change.

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