Background to the Socio-technical Scenarios Tool

The Scenarios Tool is designed to facilitate digital change by optimising socio-technical systems and fostering stakeholder involvement. Drawing from the foundational works of scholars who used the scenarios tools for technology-related organisational change (Axtell et al., 2001; Clegg et al., 2000; Davis et al., 2014; Holman & Axtell, 2016; Hughes et al., 2017), the Scenarios Tool acknowledges the complex interplay between social and technical work systems—goals, stakeholders, structures, technology, culture, and processes—that are inherent in the process of digital change (see Figure 1). 

Figure based on: Challenger & Clegg (2011) and Davis et al., (2014)

Goals serve as guiding principles directing organisational efforts and actions, helping to align individuals and groups toward desired outcomes.

Structures define formal relationships, roles, and communication channels, impacting information flow, task coordination, and adaptability. 

Processes refer to the steps followed to accomplish tasks within the organisation. 

Stakeholders include employees, managers, customers, shareholders, suppliers, and the community (if appropriate/applicable) that bring diverse perspectives and expectations related to the change. 

Technology includes tools, software, and digital platforms that shape how work is performed. 

Culture represents shared values, beliefs, and behaviours within the organisation - which influences employee attitudes, interactions, and decision-making processes. 

The six social and technical work systems represent the fundamental building blocks of an organisation. In the context of digital change, understanding and optimising these systems is important for guiding transformation efforts effectively. 

• Clear goals serve as the compass of digital change, ensuring that initiatives contribute directly to overall business strategy. 

• Traditional siloed structures can hinder digital change progress. Therefore, adapting organisational structures to break down structural silos is crucial. This may involve establishing cross-functional teams and fostering communication and collaboration within and across systems, ensuring alignment with shared goals. 

• Rethinking workflows and processes is essential for maximising the benefits of technology and improving the way employees work. Streamlining processes, eliminating inefficiencies, and incorporating automation can enhance employee productivity, reduce costs, and drive overall workplace effectiveness. 

• Stakeholders are crucial in driving and sustaining digital change. For example, to ensure the successful implementation and adoption of new technologies and processes, it is essential to address and support employees' needs and concerns about job roles, skills, and responsibilities. This approach fosters positive behaviours and attitudes, securing buy-in from stakeholders.

• Technology serves as another key enabler of digital change. Identifying suitable technology and leveraging digital tools can optimise operations and enable new ways of working. 

• Culture plays a critical role in shaping attitudes and behaviours towards digital change. Fostering a culture of innovation, openness to digital change, and continuous learning supports the acceptance and adoption of digital initiatives. 

Each of the six work systems contributes to creating an environment where digital change is not just implemented but embraced and integrated into the fabric of the organisation. When using the Scenarios Tool, it is essential to adopt a balanced approach that highlights both the strengths and challenges within each system. By taking this balanced approach, organisations can leverage their existing strengths, seize new opportunities presented by digital change, and proactively address challenges. 

Interconnection of Socio-technical Systems in Digital Change

The Scenarios Tool recognises digital change as an interconnected web of decisions. Each decision, whether it involves people/organisational aspects or technical implementations, carries significant implications across all six work systems (Davis et al., 2014; Hughes et al., 2017). For example, digital change can reshape organisational structures by facilitating remote work and decentralised decision-making. This shift towards a more decentralised structure may prompt a re-evaluation of technological needs to support effective remote communication and collaboration, highlighting the interconnectedness between organisational structure and technology requirements. In addition, cultural norms and values influence how goals are established and pursued, whilst also being shaped by the introduction of new technologies that require cultural adaptability and innovation. Moreover, stakeholders are crucial for driving the adoption of new technologies due to the impact on employee roles and responsibilities, which necessitates adjustments in processes and job designs to accommodate new workflows and tasks (Holman & Axtell, 2016). To ensure successful technology implementation, job roles should be designed to offer task variety, some control over tasks, access to feedback, manageable workload, etc.

In essence, digital change involves a series of interconnected decisions within the organisation. Actions taken in one area impact interconnected socio-technical systems, influencing and being influenced by each other. This underscores the importance of considering both social and technical aspects holistically when navigating digital change.

Participatory Work System Redesign in Digital Change

Digital change impacts how work is done within socio-technical systems, bringing both opportunities and challenges for the organisation and employees (Demerouti, 2022). Technology can be leveraged to minimise manual work, automate repetitive tasks, and streamline workflows, boosting efficiency and productivity. However, these benefits come with trade-offs and potential risks. New technologies can increase cognitive demands for employees, potentially overwhelming them if they lack the necessary skills or training. Additionally, transitioning to new systems can be stressful, evoking concern and anxiety among employees, especially when they feel excluded from the decision-making process. This exclusion can also lead to employee dissatisfaction, reduced engagement, and ultimately resistance to digital change, hindering technology adoption and impacting organisational performance (Ullrich et., 2023).

The Scenarios Tool tackles these challenges through a participatory work system redesign approach (Holman & Axtell, 2016; Hughes et al., 2017). This approach emphasises involving employees from different departments who are directly affected by the digital change process, rather than just those responsible for designing technology and managing the digital change. By engaging a cross section of stakeholders in optimising socio-technical systems, the tool helps organisations to redesign work to accommodate technological advancements whilst also addressing employee needs and concerns. Participatory work system redesign is critical in the digital change context for several reasons:

• Empowerment and Buy-In: By involving stakeholders in the work system redesign process, organisations empower individuals to contribute their expertise and insights. This fosters a sense of ownership and commitment among stakeholders, leading to increased buy-in and acceptance of digital change.

• Employee Wellbeing and Performance: By addressing employees’ needs and concerns through participatory work system redesign, organisations can create work environments that promote employee wellbeing and performance in the digital change context. Employees feel supported in their roles, leading to reduced stress, increased job satisfaction, and higher levels of productivity.

• Continuous Learning and Growth: Participatory work system redesign provides opportunities for skill development and growth by involving employees in identifying areas for learning and advancement within their roles. This commitment to employee development enhances organisational capabilities and strengthens employee retention.

• Organisational Culture and Collaboration: Engaging stakeholders (employees, managers, technology implementers, etc.) in redesigning systems fosters a positive organisational culture built on collaboration and teamwork. This collaborative effort promotes transparency, trust, and mutual respect, strengthening relationships across systems.

• Alignment with Organisational Goals: When stakeholders across socio-technical systems collaborate to reshape systems, they can ensure that individual contributions support the larger organisational goals, promoting coherence and unity in action towards digital change. Participatory work system redesign ensures that work systems align with the broader strategic objectives of the organisation.