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How Systems Thinking Provides a Framework for Change: A Case Study of Disabled Facilities Grant Service in Neath Port Talbot County Borough Council

In: Systems Thinking: From Heresy to Practice

Author

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  • Keivan Zokaei

Abstract

This chapter discusses how ‘systems thinking’ provides a framework for change by illustrating some key features of the approach deployed in the redesign of a public service system. The Check-Plan-Do methodology (Seddon, 2005) provides a structured framework for understanding the system and a practical framework for redesign. In contrast with many other change methodologies, in the systems thinking approach, there are no toolkits to be applied to managers’ problems, or training courses for managers to attend. Instead, participants are required to continue to follow the method and to ensure that they are engaged in the study of their service in a systematic way.

Suggested Citation

  • Keivan Zokaei, 2011. "How Systems Thinking Provides a Framework for Change: A Case Study of Disabled Facilities Grant Service in Neath Port Talbot County Borough Council," Palgrave Macmillan Books, in: Keivan Zokaei & John Seddon & Brendan O’Donovan (ed.), Systems Thinking: From Heresy to Practice, chapter 2, pages 17-39, Palgrave Macmillan.
    • Handle: RePEc:pal:palchp:978-0-230-29922-1_2
    DOI: 10.1057/9780230299221_2
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    Cited by:

    1. Morteza Nagahi & Niamat Ullah Ibne Hossain & Raed Jaradat & Vidanelage Dayarathna & Chuck Keating & Simon Goerger & Michael Hamilton, 2022. "Classification of individual managers' systems thinking skills based on different organizational ownership structures," Systems Research and Behavioral Science, Wiley Blackwell, vol. 39(2), pages 258-273, March.
    2. Duong Thuy Pham & Ayham A. M. Jaaron, 2018. "Design for Mass Customisation in Higher Education: a Systems-Thinking Approach," Systemic Practice and Action Research, Springer, vol. 31(3), pages 293-310, June.

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