Scientific Self-Management: A Critical Systems Response to Organisational Development Failure

Abstract

Approximately 70% of organisational development (OD) initiatives based on methodologies such as Total Quality Management (TQM), Business Process Reengineering (BPR), Lean, and Six Sigma are reported to fail. Critical Systems Thinking (CST) attributes many of these failures to poor implementation and inadequate attention to organisational context, emphasising the need for critical awareness, political agency, and multimethodology. However, when OD work itself becomes a “bullshit job”, even CST’s principles may struggle to take hold. This paper develops Scientific Self-Management (SCSM), inspired by Community Operational Research (COR) and informed by Complex Adaptive Systems (CAS), as a bottom-up systems approach to such situations. A 42-month first-person action research study of a public-sector OD programme examines the practical feasibility of SCSM in a complex organisational setting. The study shows how bottom-up learning and self-directed engagement can restore meaning and generate local organisational improvements where conventional approaches struggle to gain traction, while also highlighting the political challenges of sustaining such initiatives over time. It contributes to the CST and COR literatures by extending systems practice to situations in which management is incompetent or hostile and organisational culture has become paralysed by pretence. The findings suggest that successful organisational development depends less on the choice of methodology than on creating organisational conditions that enable meaningful participation, learning, and continuous improvement.