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Leading changeA guide to whole systems working$
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Margaret Attwood

Print publication date: 2003

Print ISBN-13: 9781861344496

Published to Policy Press Scholarship Online: March 2012

DOI: 10.1332/policypress/9781861344496.001.0001

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Follow-through and sticking with it

Follow-through and sticking with it

(p.131) Eight Follow-through and sticking with it
Leading change

Margaret Attwood

Mike Pedler

Sue Pritchard

David Wilkinson

Policy Press

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

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