Chapter

Follow-through and sticking with it

Margaret Attwood, Mike Pedler, Sue Pritchard and David Wilkinson

in Leading change

Published by Policy Press

Published in print February 2003 | ISBN: 9781861344496
Published online March 2012 | e-ISBN: 9781447302674 | DOI: http://dx.doi.org/10.1332/policypress/9781861344496.003.0008
Follow-through and sticking with it

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In whole systems terms, follow-through is inextricably linked with the challenge of implementation, of getting things done and generating change in the long term. This chapter introduces and develops the idea of change architecture; develops the links between change architectures, the Five Keys, and the other important principles for leading change; reiterates and develops the role and purpose of action learning within whole systems processes; emphasises the continuing importance of creating ‘memories of the future’ through scenario building and wider inclusion; and connects to the last two chapters on the newer forms of organising and working towards local solutions with wider whole systems. Sustaining real long-term change seems notoriously difficult. Despite the fine rhetoric from the world of Management (and MMV), change efforts often amount to little more than restructurings, single events, disconnected initiatives, and bouts of episodic ‘sheep-dip’-type training programmes.

Keywords: change architecture; action learning; whole systems process; scenario building; training programmes

Chapter.  4860 words.  Illustrated.

Subjects: Urban and Rural Studies

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