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Every organisation faces constraints which may seem insurmountable. The Theory of Constraints argues that the number of constraints is limited and can be identified through the application of a robust and logical thinking process. Having found the constraint, developed the solution and the implementation plan, it would appear that the organisation has solved the problem, but this is often not the case.
This innovative book describes the author’s investigation into the surprising fact that often the expected results do not materialise once companies have identified the way forward. Frequently the solution was simply not implemented. Using the Theory of Constraints, the author combined case studies and action research to look for reasons.
The key finding of this research is the identification of a crucial barrier to change entitled ‘paradigm lock’. In essence, for specific issues, some people will find it impossible to change from one paradigm to another no matter how clear the need for such a change may be. Unconstrained organisations looks at what impact this lock has on organisational development and the methods by which it might be overcome. The book also covers the research process used to determine this phenomenon and the steps take to validate the findings.
Unconstrained organisations will enable the reader to make their solutions bear fruit. This important new book will help organisations overcome constraints of all sizes.
