Ravalier PhD Theis.pdf - Anglia Ruskin Research Online

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impractical because there are too many factors to take into account in order to utilise thorough pre-defined goals
and outcomes. A soft systems approach also takes into account the messy nature of a change process which would
otherwise be difficult in a hard systems approach.
The utilisation of a soft systems approach was found to be useful. The study reflects the human side of an
organisation, an important aspect of a soft systems approach, in utilising a change methodology which utilises the
discourse of individuals in order to effect a change. The presented research examined employees’ positive
experiences, to improve upon future employee experiences at work, and therefore improve on the systems where
necessary. This shows that the presented 'daily hassle' approach fits the soft systems approach to organisational
stress, rather than the hard systems approach. Similarly, the variability associated with the stimulus approach to
stress makes explicit measurement a difficulty.
Primary stress management techniques are those which are aimed at improving the organisation, rather than
individual coping, in order to improve upon the experience of stress (Chapter III, Section 1e). It is widely argued
that primary changes are both more effective and longer lasting than either secondary or tertiary approaches but
are most under-utilised. As critically discussed previously (see Section 3d and Table 29) each of the
interventions that have been implemented into the organisation are primary-focussed, aimed at improving on the
source of stress rather than individual improvement. However, in order to be able to adequately assess the wider
organisational impact of the interventions, an evaluative stage would need to be added approximately one year
post-implementation. Time did not allow this to happen in the presented study, and so it would be impossible to
argue that the primary changes implemented have had an impactful outcome within Service 6 at the time of
writing.