A Systems Approach to Sustaining Change: Managing Boundaries

Abstract

In understanding why most organizational changes fail, it is important to understand the complexity of the organization. Prior to the introduction of General Systems Theory in the 1950s, management saw organizations through the lenses of Scientific Management. Affecting change happened to an organization with no social consideration. Aligning the parts in a systems approach requires planning. Planned change, through a systems lens, considers barriers and boundaries. Boundaries are dynamic by allowing deconstruction and reconstruction and assist the organization to constantly adapt and sustain. This paper demonstrates the applicability of the theory in a manufacturing setting to gain cooperation in setting boundaries and accountability in maintaining them.