Using operational research for diagnosis and facilitation in change programmes: a university application

In this paper, a methodology for the ongoing diagnosis and facilitation (when required) of organizational change management programmes in an Australian University is described. The application of this methodology on an annual basis requires the assessment of research attitudes and behaviour, areas that have assumed considerable importance within universities around the world in the last decade. This increasing important associated with research stems in part (a significant part) from the linkage of research quantum (output) of universities to their funding from government. The methodology developed in this paper embraces a wide range of OR-type techniques as well as a range of change management tools from human resources management. These two sets of techniques and tools work together as tools in their own right as well as providing the infrastructure to achieve the objectives. The developed methodology is an interesting blend of hard techniques and ‘soft’ approaches implemented through a soft heuristic, indeed this application is an example of mixed-mode modelling. The OR techniques (conventional in both their nature and application) are comprised of social judgement theory (for bench-marking research attitudes) and integer linear programming (for setting research targets). The results of the application of the developed methodology are discussed in terms of the effect on research quantum over a 5-year period. A similar methodology could be developed for a change process covering aspects of an organization other than research output in a number of countries.