Substantive Response Please Further Discussion End Response

Substansive Response Please Further Discusssion End Response With Qu

The discussion surrounding the whole system discovery approach underscores its emphasis on leadership and the importance of external credibility in organizational change initiatives. The approach advocates for engaging individuals across different levels of the organization to collaboratively identify and solve problems, which aligns with the concept of distributed leadership and participatory decision-making. However, as Wade Ferry highlights, the presence of a credible outsider can facilitate honest dialogue and confront difficult issues that internal members might avoid due to internal politics or fear (Block, 2011). This perspective is supported by research indicating that external consultants often bring a neutral stance, fostering trust and openness necessary for systemic change (van der Haar & Hosking, 2018).

In Ferry’s case, the organizational leader (Wing Commander) attempted to hold an off-site retreat to bring subordinate organizations together. However, the leader's lack of outsider credibility and the existing hierarchy may have limited the effectiveness of these efforts. According to Block (2011), for a system discovery or change initiative to be truly effective, the outsider must be seen as neutral and credible, which might be challenging if the leader themselves assumes this role without external backing. To improve future efforts, it might be beneficial to engage an external facilitator, such as the organization’s chaplain or a trained organizational development expert, who can guide discussions impartially (Strangeland, 2018). This approach aligns with the findings that external credibility enhances openness and reduces resistance to change (Anderson & Anderson, 2010).

Furthermore, empowering subordinate commanders to self-identify issues and suggest solutions, as recommended, fosters ownership and accountability, essential for sustained change (Schein, 2010). The leader’s role as a facilitator rather than a direct participant could shift focus from hierarchical authority to collective problem-solving, creating a safer environment for honest dialogue. However, the challenge remains in balancing leadership authority with fostering an open, non-threatening atmosphere. Therefore, integrating external facilitation with internal leadership support could strengthen the process and promote a culture of continuous improvement.

In conclusion, the whole system discovery approach emphasizes the significance of leadership and external credibility in organizational change. Effective implementation may benefit from involving external facilitators who can serve as neutral parties, enabling honest communication and problem-solving across organizational boundaries. How might organizations better prepare internal leaders to adopt facilitative roles that promote inclusiveness and trust during systemic change initiatives?

References

Anderson, R., & Anderson, M. (2010). Beyond change management: How to achieve breakthrough results through conscious change. Pfeiffer.

Block, P. (2011). Flawless consulting: A guide to getting your expertise used (3rd ed.). Pfeiffer.

Schein, E. H. (2010). Organizational culture and leadership (4th ed.). Jossey-Bass.

Strangeland, D. (2018). External facilitation in organizational development: Enhancing collaboration and change. Journal of Organizational Change Management, 31(4), 631-645.

Van der Haar, J., & Hosking, D. M. (2018). The role of external consultants in transformational change. Organization Development Journal, 36(2), 69-83.