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The management of change and the Viplan Methodology in practice

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  • S A Harwood

    (University of Edinburgh Business School, Midlothian, UK)

Abstract

Conventional approaches to change management tend to be prescriptive with the assumption that the specific course of action will lead to the intended outcome, with surprise when this does not materialise as expected. This possibly can be attributed to a failure to understand the context of change and thereby the failure to deal with conditions less than conducive to supporting the desired change. This paper presents Raul Espejo's Viplan Methodology as an appropriate framework to examine the context of change in an explicit and structured manner and thereby support the creation of conditions more conducive to change, thus increasing the likelihood of the desired outcomes. It draws upon the author's experience as a practitioner engaged in effecting operational change within UK small and medium-sized enterprises.

Suggested Citation

  • S A Harwood, 2012. "The management of change and the Viplan Methodology in practice," Journal of the Operational Research Society, Palgrave Macmillan;The OR Society, vol. 63(6), pages 748-761, June.
    • Handle: RePEc:pal:jorsoc:v:63:y:2012:i:6:p:748-761
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    Cited by:

    1. Stephen Harwood, 2021. "Introducing the VIPLAN Methodology (with VSM) for Handling Messy Situations – Nine Lessons," Systemic Practice and Action Research, Springer, vol. 34(6), pages 635-668, December.
    2. Lowe, David & Espinosa, Angela & Yearworth, Mike, 2020. "Constitutive rules for guiding the use of the viable system model: Reflections on practice," European Journal of Operational Research, Elsevier, vol. 287(3), pages 1014-1035.
    3. Alexandre de A. Gomes Júnior & Vanessa B. Schramm, 2022. "Problem Structuring Methods: A Review of Advances Over the Last Decade," Systemic Practice and Action Research, Springer, vol. 35(1), pages 55-88, February.

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