1. ¹North Central University, Prescott Valley, Arizona, USA
2. ²University of South Australia, City West Campus, Adelaide, South Australia, Australia

Correspondence: M Metcalfe, University of South Australia, City West Campus, Adelaide 5001, South Australia, Australia. E-mail: mike.metcalfe@unisa.edu.au

Received November 2007; Accepted April 2008; Published online 4 June 2008.

Abstract

Implementing innovative operational research solutions into organizations can be messy. Pragmatic inquiry suggests the first step in dissolving a mess is to determine the mindset, or set of concepts, that will be used by decision makers to inform their day to day choice of activities. Van de Ven and Poole reviewed much of the organizational change literature and identified four reasons why change occurs. They labelled them, life cycle, evolution, teleology and dialectic. It would seem logical to suggest that any attempt to make sense of the mess of implementation needs to span these four reasons. However, these reasons need to be operationalized into a mindset for implementers. To do this, the management implementation literature was reviewed under each of these reasons. The result is a justification of four concepts that can create a mindset likely to improve the implementation capacity of organizations. This mindset is that organizations make greater use of 'champions' 'continuous improvement' 'job rotation' and 'debate' over alternative activities. Exactly how so, is for individual organizations to interpret.