The complexity of wicked problems in large scale change

S. Waddock, G. Meszoely, S. Waddell, D. Dentoni

Research output: Contribution to journalArticleAcademicpeer-review

33 Citations (Scopus)

Abstract

Purpose – The purpose of this paper is to extend and elaborate the notion of successful organizational change to incorporate the concept of large system change (LSC), by developing a framework that brings together complexity and wicked problems theories to understand how individual organizations and change agents can better influence LSC. Design/methodology/approach – This conceptual paper integrates wicked problems and complexity theories to understand and cope with large system initiatives from the perspective of change agents in organizations, and uses the case of the electricity system as an illustrative example for these concepts. Findings – The paper provides implications for LSC and action steps for change agents in organizations, arguing that by understanding change initiatives through the lenses of complexity and wicked problems, change agents are likely to be more effective. Research limitations/implications – The integration of complexity science and wicked problems underpins the development of a comprehensive framework for creating effective LSC solutions, however, these ideas still need to be grounded in practice and empirical research. Practical implications – Using these ideas, change agents in organizations can enhance their influence and use the power of system dynamics to support positive action for sustainable change. This paper provides a foundation to help think through the cross-sectoral, inter-organizational, and change dynamics involved in LSC efforts needed to bring about a more sustainable, secure, and equitable world for all. Social implications – The world greatly needs system change; however, there is limited theory on effective LSC. This paper hopes to contribute to understanding the ways in which the difficulties of such change can be harnessed to move in positive directions with minimal disruption and greatest effectiveness. Originality/value – Theories of change management that position the organization in the context of a broader system and define its role in creating change do not yet articulate the nature of the problems at hand in relation to the large systems where they are embedded. This paper builds upon wicked problems and complexity theories to shed light on the role of change agents and organizations in effective transformational change.
Original languageEnglish
Pages (from-to)993-1012
JournalJournal of Organizational Change Management
Volume28
Issue number6
DOIs
Publication statusPublished - 2015

Fingerprint

Systems change
Wicked problems
Lenses
Dynamical systems
Electricity
Complexity theory
Complexity science
Value theory
System dynamics
Organizational change
Empirical research
Design methodology
Theory of change
Disruption
Change management

Cite this

Waddock, S. ; Meszoely, G. ; Waddell, S. ; Dentoni, D. / The complexity of wicked problems in large scale change. In: Journal of Organizational Change Management. 2015 ; Vol. 28, No. 6. pp. 993-1012.
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The complexity of wicked problems in large scale change. / Waddock, S.; Meszoely, G.; Waddell, S.; Dentoni, D.

In: Journal of Organizational Change Management, Vol. 28, No. 6, 2015, p. 993-1012.

Research output: Contribution to journalArticleAcademicpeer-review

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