Change Management Model Research Articles

A model for successful change management

This article focuses on how nurses can successfully implement the change process using the organisational change model proposed by Leavitt et al (1973). The author discusses how this particular model could be used proactively to embrace the changes outlined in Agenda for Change and the Knowledge and Skills Framework (Department of Health 1999).

A model for successful change management

A model for successful change management

Limitations of cleaner production programmes as organisational change agents. II. Leadership, support, communication, involvement and programme design

This is the second in a two-part paper that discusses the results of an evaluation of a multi-company, multi-sector ‘cleaner production’ (CP) or ‘pollution prevention’ (PP) demonstration project undertaken in New Zealand (NZ). Part I provided an overview of the demonstration project and the evaluation methods, and discussed the limitations of the project in terms of commitment and on-going improvement. This part discusses further limitations, specifically as they relate to leadership, support, communication and involvement within participating businesses. Part II also considers the issue of standardisation, suggesting that CP/PP programmes be designed so that they are compatible with the needs, activities and culture of each participating organisation. These further limitations are discussed in terms of key developments in organisation theory with the intent of providing insight into how outcomes could be improved. Part II also compares the extent to which areas for improvement are covered in traditional CP/PP programmes and common change management models. The paper concludes with the presentation of a framework that could potentially be used to overcome the limitations discussed in both papers. The framework draws on a range of change management models and focuses on the need for CP/PP programmes to bring about an iterative, critically reflective cycle of learning. The framework components include: a diagnostic phase (to enable the programme to be customised); visioning (to engage and involve all staff); iterative use of the vision (to motivate, inspire and drive continuous improvement); distinctive tasks (to enhance involvement); participatory design of the programme (to enhance commitment); and inclusion of top level managers at key stages in the process (to maximise leadership, commitment, progress and support). While the framework is suggested as an alternative to traditional CP/PP change management models, it is not intended to be prescriptive. It is intended rather to elicit critical reflection amongst practitioners and to encourage them to adopt a more strategic approach to their work with businesses.

Demand-driven Evolution of IT Systems in Healthcare

To analyze and to optimize interdisciplinary clinical processes, to introduce an IT-supported model for demand-driven system evolution in healthcare, and to demonstrate the feasibility of the approach for a clinical example and to present an evaluation. System evolution and change management are viewed as two sides of the same coin, thus formal methods for process analysis and IT system evolution were embedded into a goal-oriented change management model. Based on a process model, a Failure Mode and Effects Analysis (FMEA) and a computer simulation were performed. A tool for rapid application development (RAD) was used to incrementally improve the healthcare information system according to newly arising needs. Each of the formal methods used contributed to the successful reorganization of the interdisciplinary clinical process. An evaluation demonstrated significant improvements. An integrated IT application was implemented to support the optimized process. Process improvement is feasible and effective when formal methods for process analysis and requirements specification are used in a reasonable and goal-oriented way. It might be necessary to trade off costs and benefits or simplify a given method in the context of a particular project. As the same information is utilized in different tools, it is supposed that the efforts for process analysis, documentation and implementation of adapted applications could be reduced if different tools were integrated and based on a single coherent reference model for description of clinical processes.

The transformation of the postal services of Trinidad and Tobago

AbstractThis study examines the change management aspect of the corporatisation of the Trinidad and Tobago Post Office. Interviews were conducted with key actors and the major unclassified documents were examined. An analysis of the sequence of events revealed a model of change management, but there is no evidence that the actors in the process explicitly developed it. Its competent application may explain the low level of opposition to the corporatisation of the Post Office and its success to this point. It is suggested that the model may be used to guide researchers and administrators in the future. Copyright © 2004 John Wiley & Sons, Ltd.

Change Management: The People Dimension of Change

Change management is the process, tools and techniques to effectively manage people and the associated human resource issues that surface when implementing business changes. Change management as a field of study finds its roots in two areas: business process improvement and psychology. The ADKAR model for change management as the diagnostic tool helps employees understand where they are in the change process. A manager can use this tool to identify gaps in his change management process and to provide effective coaching for his employees.

Can organisational behaviour lend a health-promoting hand?

Issues addressed: Effective health promotion in all settings requires behavioural and environmental changes that influence health. What can health promoters learn from organisational behaviour theory and models to enable these changes? Methods: This is a conceptual paper, based on selected health promotion, organisational behaviour and occupational stress literature. Results: Heath promoting workplaces could benefit from organisational design interventions, including: job redesign; role definition; job control; employee involvement and participative leadership; communication; social support; flexible working arrangements; and reward systems. These interventions alter the organisation of work and have been found to be effective in minimising stress in the workplace, thereby tackling a source of poor health. Workplace health promotion programs could be enhanced through the use of organisational development theories, such as the Six Step Model of Change Management and Lewin's Field Theory for Change Management. These models could guide health promoters in modifying the environments that shape people's behavioural choices and in improving organisations' abilities to sustain change. Conclusions: Organisational behavioural theory and models are potentially most relevant to health promoters for health promoting workplaces through organisational design, workplace change and organisational development. (author abstract)

The politics of program logic

This paper examines the use of program logic against the background of the politicised environment of evaluations. Its central argument is that the development of a program logic for the purpose of focusing an evaluation can be a highly politicised process, given that it requires sign-off by the ‘authorising environment’. We commence with a brief discussion of how politics surface within organisations because evaluation planning is typically conducted within these settings. A model of change management is then introduced to highlight how political forces both hostile to and supportive of the evaluation process can surface when evaluations are being planned. We next consider two scenarios, drawn from the evaluation of a program to improve the competence and confidence of professionals working with people at risk of self-harm and suicide. These scenarios are used to highlight a number of important points about the politics of focusing an evaluation. The paper concludes by identifying some of the dilemmas that evaluation practitioners may need to work through in focusing an evaluation in a highly politicised environment, as well as how these might be addressed using program logic.

Practicing Identity: A Process Model of Identity Change Management in Organizations

In this paper, we build on a longitudinal study of three different attempts at managing identity change within the same organization over a period of 25 years. The purpose of the paper is to develop an interpretative model that investigates how organizations may promote periodic renewal and redefinition of identity claims, while preserving at the same time a sense of continuity. We argue that continuity in organizational identity may rest on collective practices that form the distinctive competencies of the organization, while adaptation takes place as managers periodically select a subset of values, consistent with external expectations and contingent strategic factors. Evidence from our study suggests that selection does not only mirror external perceptions, but is also driven by a reflection on the collective heritage and the distinctive practices of the organization. The emerging framework is underpinned by the argument that the formation and dynamics of organizational identity rest on the interplay between the domains of social cognition and social practice. Most research on organizational identity has been conducted in universities, hospitals or other public organizations: ours is a rare case of research on identity change in a business firm. Potential implications of the nature of the research setting on our results are discussed in the conclusions.

ICT‐enabled organisations: a model for change management

Presents a preliminary framework for making sense of and managing change in organisations that have adopted information systems and e‐commerce as a core element of their business strategy. Argues that the relatively low level of organisational benefits realised by typical strategic information technology interventions over the past decade is often a product of poor adoption and implementation practices on the part of senior managers and IT practitioners, who have failed to understand the non‐linear and emergent nature of change in complex organisations. Argues that a clear understanding of the dynamics of change at the people/technology interface, and the symbiotic relationship between information systems and strategy, is a prerequisite for the successful business benefits realisation for major IT and e‐business projects. Distils lessons learned from reflections on theories‐in‐use and practice into a basic model for senior managers and IT practitioners.

Understanding practice change in community pharmacy: a qualitative research instrument based on organisational theory.

The past decade has seen a notable shift in the practice of pharmacy, with a strong focus on the provision of cognitive pharmaceutical services (CPS) by community pharmacists. The benefits of these services have been well documented, yet their uptake appears to be slow. Various strategies have been developed to overcome barriers to the implementation of CPS, with varying degrees of success, and little is known about the sustainability of the practice changes they produce. Furthermore, the strategies developed are often specific to individual programs or services, and their applicability to other CPS has not been explored. There seems to be a need for a flexible change management model for the implementation and dissemination of a range of CPS, but before it can be developed, a better understanding of the change process is required. This paper describes the development of a qualitative research instrument that may be utilised to investigate practice change in community pharmacy. Specific objectives included gaining knowledge about the circumstances surrounding attempts to implement CPS, and understanding relationships that are important to the change process. Organisational theory provided the conceptual framework for development of the qualitative research instrument, within which two theories were used to give insight into the change process: Borum's theory of organisational change, which categorizes change strategies as rational, natural, political or open; and Social Network Theory, which helps identify and explain the relationships between key people involved in the change process. A semi-structured affecting practice change found in the literature that warranted further investigation with the theoretical perspectives of organisational change and social networks. To address the research objectives, the instrument covered four broad themes: roles, experiences, strategies and networks. The qualitative research instrument developed in this study provides a starting point for future research to lead to a description and understanding of practice change in community pharmacy, and subsequent development of models for the sustainable implementation of CPS.

Towards an acceptance of performance assessment.

The utility of any assessment tool critically depends on its level of acceptance by those on whom the assessment impacts. Performance assessment impacts on three distinct groups: patients/consumers, doctors and employers. While these groups may have conflicting beliefs and expectations of performance assessment, the process must be made acceptable to all. This can happen through an exploration of the beliefs and wishes of the key stakeholders in relation to performance assessment, together with the potential rewards and costs. This paper draws on the psychology literature in describing an effective model for change management. It outlines some strategies for each of the three key elements of any successful strategy for change, i.e. getting started, facilitating the transition and ensuring consolidation. Such a practical approach will foster the acceptance of performance assessment structures among all stakeholders.

IT-Enabled Organizational Change

Information technology (IT) is an extremely influential force in the workplace. IT has not only altered how many organizations conduct business, but it has also spawned new industries, transformed old ones, and been the downfall of others. Unfortunately, many organizations fail to realize the full potential of this powerful influential change agent. IT must be understood and managed if organizations are to direct their destinies, as much as possible, in today's complex global environment. This article examines IT-enabled change from a variety of change management model perspectives in theory and practice, providing a framework for understanding and improving business processes. The author looks at information technology in organizations, recognizing the change from productivity intervention to an integrated process and strategy and concludes that IT-enabled change must be strategically driven, part of an enterprise-wide plan, system, or environment and managed in the same context to realize its full benefit and potential.

The five dimensions of change: an integrated approach to strategic organizational change management

Abstract This paper argues that organizational change is a complex activity that requires structure and process to be effective. This structure and process needs to focus on all aspects of the change management model from developing the strategy through to operational implementation and evaluation. Lack of cohesion and alignment through this process will result in change programmes not being optimally devised or implemented. The paper proposes a cyclical model or approach to organizational change that confirms the inherently iterative nature of the vast majority of change initiatives. This model, called the Five Dimensions of Change, defines each stage in detail and further identifies how each of the various stages are inextricably interlinked within successful organizational change management methodologies. Copyright © 2002 John Wiley & Sons, Ltd.

A change management model for Saudi construction industry

The construction industry today in Saudi Arabia is going through a process of adapting to a changing economic environment. With the change in the Kingdom’s economic thrusts due to the fall in price of oil in recent years, the construction sector is driven by competitive pressure to adjust to the present market demands and governmental regulations. One has to become auspicious especially at these times when the government has shifted its dependence to the private sector in pursuing its economic objectives. This paper proposes to analyze the present state-of-affairs and economic realities impinging on the construction industry, enumerating several alternative change-models with the end purpose that a change management model be developed specifically suitable for use among Saudi construction companies.

Baldrige Assessment and Organizational Learning: The Need for Change Management

Self-assessment using the Malcolm Baldrige Award Criteria for Performance Excellence (CPE) has become a widespread practice among all types of organizations. Empirical evidence suggests that Baldrige Award-based assessment typically results in improvements to managerial processes. Although the notion of process change is embedded within the CPE framework, the criteria do not explicitly address how an organization manages such change. In this article, the linkage between the criteria and change management is described. It is suggested that an effective process change management model can be derived from the framework of the criteria for performance excellence. Using concepts from the literatures on organizational change, assessment, and learning, a model for managing change in the context of the criteria is generated. The change process model parallels the model of strategic change that has been historically well specified by the CPE and refines the criteria notion of learning. These two models are linked by the exchange of information between the organizational performance review item and diagnostic self-assessment activities. Suggestions on how the organizational performance review item in the criteria can be expanded to incorporate change management as an explicit area to address are made.

The development of a model to manage change: reflection on a critical incident in a focus group setting. An innovative approach

Aim This paper describes the development of a model to manage and evaluate the management of change. The Change Management Model may provide nurse managers or change agents with a structured and measurable model for managing and evaluating the change process. A measurement constructs tools to further assist the evaluation process is also described. Background The author argues that certain key variables can be identified which contribute to the successful implementation of change. These variables include critical success factors for change, communication issues, change dynamics that include resistance or acceptance of change, and the variables related to the management of the implementation and evaluation stages of the change process. Key issues Change is a constant in the health care field. Nurse managers must learn to accept change as a normal process and to develop coping and managing strategies for the successful management of change. This acceptance of change as a dynamic process will create opportunities and challenges for nurses. Conclusion The Change Model was developed through reflection on critical incidents related to change by students at a University School of Nursing and Midwifery in the Republic of Ireland, in a focus group setting. The Measurement Construct Tool was developed through a review of the tools currently in use and from ideas generated in a matrix related to change presented by Clarke & Garside (1997). Students who were involved in the initial focus group discussions agreed that the Change Model was highly effective in describing how the change was managed; that the Change Management Measurement Constructs Tool facilitated the evaluation of a change process; and permitted the inherent subjectivity related to the change process to be replaced by an objective measurement tool. Both the model and the Measurement Construct Tool are in the process of being tested for validity and reliability.

Transforming the tax collector: reengineering the Inland Revenue Authority of Singapore

This paper provides a comprehensive account of how the Inland Revenue Authority of Singapore (IRAS) successfully managed organizational transformation to achieve significantly increased customer satisfaction, enhanced organizational agility, and dramatic reduction in tax arrears. The case study reaffirms that the soft issues are the hard issues in reengineering. Indeed, the recognition by IRAS that people resource issues are at the heart of change is the major factor for its success. In addition to tackling people issues, the transformation experience of IRAS also reveals the need to integrate the traditional change models more tightly in managing large‐scale change. The inability of IRAS in anticipating all major consequences of their change actions suggests an improvisational model of change management. Organizations embarking on large‐scale transformation should consciously build their internal capabilities to tackle emergent changes (e.g. establishing the information systems for change, nurturing people resources, and providing slack resources).

Organizational choice and organizational change

Follows on from and develops the arguments presented in an earlier Management Decision article ‐ “No such thing as ... a ‘one best way’ to manage organizational change” (Burnes, 1996a). Begins by examining Burnes’ (1996b) Choice Management ‐ Change Management model which, in particular, draws attention to the influence on the choices an organization makes of the context in which it operates. Then moves on to discuss Miles and Snow′s (1978) classification of organizations into four strategic types. From this, argues that the choices an organization makes, regarding what to change and how to change it, will be significantly influenced by its strategic type. Concludes by maintaining that, on the one hand, organizations can create a virtuous circle whereby they can influence or control the circumstances in which they operate through the changes they make and how they make them. However, on the other hand, organizations can find themselves in a vicious spiral of decline and stagnation through an inability to control their own destiny and inconsistent and unsuccessful approaches to change.

The development of a best practice model for change management

This article looks at the development of a practical model for change management, based on a collation of best practices from several organisations. The model focuses on five key success factors thought to be the drivers for successful change: commitment, social and cultural issues, communication, tools and methodology and interactions. The potential use of this model is explored, with the conclusion that it can provide any organisation with a structured and measurable method for improving the way in which it manages change. It can be applied at several levels within an organisation and, therefore, has the potential to help everyone involved in change.