essential-guide-to-qualitative-in-organizational-research

––––––––––––––––––––––––––––––––––––––––––––––––– SOFT SYSTEMS ANALYSIS –––––––––– 343TheorizeEvaluateResourceSupportPlanEducateParticipateFigure 27.3Conceptual model of an organizational changeStage 5a: comparison and agendaThe researchers compared their new model with what was happening in the real world andidentified some major gaps. These stemmed from use by the company of an inappropriaterelevant system. Consideration of a new relevant system and its associated root definition ledthe researchers to generate an agenda for change. The key items were recommendations thatthe company should:1 adopt a new view (or theory) of the implementation, placing more emphasis onorganizational and end-user aspects of change;2 invest more resources in the change programme;3 formulate a plan which recognizes the strategic importance of CADCAM as a catalystfor change and examines the wider organizational opportunities it presents;4 allow for and encourage more participation by end-users;5 place more emphasis on wider education, awareness and communication for end-usersand others;6 develop an infrastructure to support end-users during the introduction and operation ofthe CADCAM system;7 evaluate the introduction and operation of CADCAM, not just in financial andengineering terms, but also covering the human and organizational issues.Stage 6a: debateAn open report describing the findings, relevant systems, root definitions, conceptual modeland agenda for change was presented to all the interested parties. Two presentations were alsogiven, one to the end-users and one to senior managers. Reactions were divided. The userswere ‘satisfied with the outcomes and acknowledged the perception of the implementationas technology-led, under-resourced and lacking an organizational strategy. They were keen