Communicating for change: a systems thinking approach

Purpose - This study describes in detail an application of the Theory of Constraints (TOC)-based systems thinking approach towards clear and effective communication in a change management exercise. The same is achieved through the example of a large defence organization that is struggling with a multitude of problems in its stores and purchase departments. Design/methodology/approach - It is demonstrated through the case study how five systems thinking tools - Current Reality Tree (CRT), Evaporating Cloud (EC), Future Reality Tree (FRT), Negative Branch Reservation (NBR) and Prerequisite Tree (PRT) - can be applied in overcoming different layers of resistance and for getting the necessary agreement from the stakeholders for a successful change initiative. Findings - The five logical thinking tools helped answer the three questions - "what to change", "what to change to" and "how to cause the change" (Goldratt, 1990) - satisfactorily and overcome various layers of resistance to get the desired buy-in from the stakeholders for a successful change management exercise. Originality/value - The cause-and-effect based method presented in this work is generic enough and can be adopted for getting a buy-in in a variety of change management contexts.