Through a systemic intervention grounded in critical realism, this study integrates Soft Systems Methodology and the Theory of Constraints-Thinking Processes in a participatory inquiry to achieve stakeholder consensus and to design a conceptual model aligned with strategic objectives. This critical-realist systemic design addresses organizational complexity by acknowledging both socially constructed perceptions and underlying generative mechanisms, fostering actionable understanding in a real-world context. Conducted in a family-run firm within Iran’s lubricant supply chain, the study focuses on resolving stakeholder tensions related to performance evaluation and strategic misalignment. Participatory workshops elicited multiple viewpoints and synthesised them using Customers-Actors-Transformation-Weltanschauung-Owners-Environment analysis and Evaporating Clouds, supported by a Current Reality Tree to make causal logic explicit. These dialogues led to a shared root definition and a collaboratively constructed Future Reality Tree—a conceptual artefact designed to clarify performance criteria, realign incentive mechanisms, and strengthen strategic coherence. Rather than pursuing immediate implementation, the study concludes at the conceptual modelling stage, emphasising shared understanding and logical transparency as precursors to sustainable organizational change. Methodologically, it bridges interpretive and analytical paradigms and offers a replicable approach for scholars and practitioners navigating complex socio-technical dilemmas where consensus-building and causal clarity are jointly required.
Sepasi et al. (Sun,) studied this question.