Abstract
Culture change in organizations may affect employees and change agents are often a forgotten resource; their perspective is often overlooked in research. The aim of the study was to illuminate experiences of being a change agent in order to improve residential care of older people. Interviews were performed with 15 change agents who participated in a large culture transformation in residential care for older people. The study followed COREQ guidelines and content analysis was used to interpret the text. The analysis revealed that the change agents felt chosen when they accepted the challenge to become a change agent, but they also felt that transferring the message to co-workers was demanding. Conflicting demands about measuring care and aggravating circumstances to implement change were described. The results indicate that change agents benefit from preparation for the role itself as they have a great responsibility on their shoulders. In making the process more successful, all co-workers should be involved in the change process from the beginning.
Highlights
Populations around the world are rapidly ageing, which means increased demands for long-term care.[1]
None of the change agents knew what the ‘journey of learning’ was when they approved participation, which included being a member in the quality council at their own residential care of older people (RCOP) setting
The change agents in the present study described that the teamwork in the quality councils worked well but that it was difficult to mediate decisions taken to their coworkers
Summary
Populations around the world are rapidly ageing, which means increased demands for long-term care.[1]. A culture of high performance is dynamic and amenable to change and focuses continuously on attaining excellence.[7]
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