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Purpose – This paper aims to show how systems thinking can be incorporated in action research (AR) interventions to successfully implement organizational change. The two case studies described in this paper would be useful to managers who want to implement change in their own organizations.Design/methodology/approach – Both projects used AR as the methodology due to its flexible, responsive and emergent nature. In one project, there was a deliberate attempt to incorporate soft systems thinking whereas in the other project soft systems thinking was used as a sense‐making process while carrying out AR. As an added benefit both approaches have resulted in successful completion of doctoral research.Findings – Soft systems methodology (SSM) and AR can both help in addressing ill‐structured problems faced by managers, in collaboration with stakeholders using questioning and reflection. Both lead to an increased understanding about the problem situation. The difference is that SSM uses a more structured approach...

Managing organizational change by using soft systems thinking in action research projects