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Über dieses Buch

In his book Kai Bulling proposes the systems constellation as an instrument for change agents. An innovative general model of the systems constellation as a management intervention is constructed that presents the method as a synergetic combination of functional elements. This creates a new level of transparency that will support practitioners and managers in understanding its benefits and challenges as well as tailoring interventions to a specific case.

Inhaltsverzeichnis

Frontmatter

Chapter 1. Introduction and Research Approach

Abstract
Keeping pace with and managing organizational change has been and will continue to be on the agenda of organizations. At the same time, the task brings with it a wide array of challenges. Published rates for the success of change initiatives suggest that dealing with these is not yet a challenge conquered with ease in the realm of applied management.
Kai Bulling

Chapter 2. Organizational Change and Change Management: Phenomenon, Task and Approaches

Abstract
The following sections has two broad purposes for this work that similarly apply to section 3. First, and in accordance with the methodology (see 1.5.2 ) it summarizes the dominant themes in the scientific field of research. This provides the theoretical foundations for this work in general. More specifically it serves to characterize the documented case according to these criteria and to conduct the analysis and evaluation of the case study data in part 0. Second, it introduces the reader to some of the main theoretical insights of the research context and the relevant concepts for this work in the field of organizational change and change management.
Kai Bulling

Chapter 3. The Systems Constellation – a Brief Introduction

Abstract
The systems constellation (SC) has its origins in the 1970s. It emerged from family and group therapy. In the final decade of the last millennium, first applications to organizational contexts were conducted for example by Bert Hellinger. Also, types of constellations developed more specifically for organizational and larger scale contexts, were first applied (Rosselet 2010).
Kai Bulling

Chapter 4. The Case Study: A new Quality Auditing Approach for an FMCG Company

Abstract
This section provides the descriptive documentation of the case study and therefore pertains to steps 3, 4 and 5 of the applied research approach depicted in Figure 4. It captures and analyzes the relevant context (4.1), develops and tests certain forms of and topics for the SC’s application during each of the four action-research cycles in which the change initiative was conducted (4.3 – 4.6). The documentation of each cycle follows the same structure; it covers the status of the project, content and structure of the interventions and the related research findings.
Kai Bulling

Chapter 5. Interpretation and Research Results

Abstract
This section summarizes the results of this research project. Hence the following paragraphs will provide answers to the research questions formulated at the beginning of this work. It combines findings from the case study and the review of literature. The research questions have been issued at the beginning of the study (see 1.4).
Kai Bulling

Chapter 6. A General Conceptualization of the Systems Constellation as a Management Intervention

Abstract
On the following pages a conceptual model of the SC will be developed. The model is then used as a vehicle to structure an explorative enquiry into the mechanisms that may be at play during an SC intervention process. On its basis the effects one could expect from conducting an SC intervention process will be analyzed.
Kai Bulling

Chapter 7. Summary of the Research Project

Abstract
This research project set out to explore, by means of studying a concrete instance of organizational change, whether and in what way using the SC in such a context is suitable and can be helpful to those involved in leading the initiative.
Kai Bulling

Chapter 8. Indications for Further Research

Abstract
In terms of providing directions for further research, a single case study is always inviting. Additional studies build the empirical basis on the object of enquiry or context in question, in this case, the SC and its use as a method for change agents. It would for example be interesting to see whether findings from the case of this research project also occur in other contexts or by using different methods for data generation and analysis; for example surveys and quantitative tools. To apply and further develop the proposed intervention process could be the objective of a subsequent action research project.
Kai Bulling

Backmatter

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