Change Management Principles Research Articles

An Innovative Preventive and Rehabilitative Model for Acute Care: The Independence Model.

The Independence Model (TIM) is a new rehabilitative model of care implemented in an acute care hospital to address patients' functional decline and a high vacancy rate for rehabilitation therapists. TIM was developed by a team with expertise in evidence, scope of practice and roles, population care needs, and current state related to rehabilitation. TIM utilizes rehabilitation assistants, supervised by physical therapists, occupational therapists or speech-language pathologists, to assist patients in functional areas such as ambulation, activities of daily living (ADLs), cognition and communication. The planning team ensured patient engagement, utilized change management principles, and evaluated the effectiveness of care. Preliminary evaluation of TIM was positive, with staff reporting improved caseload quality and patients feeling more prepared for discharge. This study suggests innovative models of care, such as TIM, can help address the functional needs of patients while navigating the global health human resource crisis.

Improving the secondary diagnoses capture rate in SingHealth Community Hospital discharge summaries: a quality improvement project made successful by change management principles

High-quality discharge summaries are essential for promoting patient safety during transitions between care settings. When the diagnosis list in the discharge summary is not accurate, the subsequent care provider will...

Strengthening Change Management Principles to Eliminate Corruption in Local Government of the Republic of South Africa. A Case of Ba-Phalaborwa Local Municipality

Change management is crucial in addressing corruption within local governments, particularly in developing countries like South Africa. This study examines the Ba-Phalaborwa Local Municipality, focusing on how intensifying change management principles can effectively eliminate corruption. By analysing various stakeholders' roles, including employees, politicians, and directors, this paper provides a comprehensive overview of the corruption dynamics within the municipality. Using a qualitative research design, the study explores the effectiveness of change management strategies through detailed data collection and analysis. The findings underscore the importance of robust change management in fostering a corruption-free local government environment.

What's in the box? A toolbox for safe deployment of artificial intelligence in veterinary medicine.

This report describes a comprehensive framework for applying artificial intelligence (AI) in veterinary medicine. Our framework draws on existing research on AI implementation in human medicine and addresses the challenges of limited technology expertise and the need for scalability. The critical components of this framework include assembling a diverse team of experts in AI, promoting a foundational understanding of AI among veterinary professionals, identifying relevant use cases and objectives, ensuring data quality and availability, creating an effective implementation plan, providing team training, fostering collaboration, considering ethical and legal obligations, integrating AI into existing workflows, monitoring and evaluating performance, managing change effectively, and staying up-to-date with technological advancements. Incorporating AI into veterinary medicine requires addressing unique ethical and legal considerations, including data privacy, owner consent, and the impact of AI outputs on decision-making. Effective change management principles aid in avoiding disruptions and building trust in AI technology. Furthermore, continuous evaluation of AI's relevance in veterinary practice ensures that the benefits of AI translate into meaningful improvements in patient care.

Laying train tracks en route: How institutional education leaders navigate complexity during mandated curriculum change.

Institutional education leaders serve key roles in leading major curricular change within residency education, yet little is known about how they accomplish these goals on the ground. Change management principles have predominantly been developed and described in the hierarchical context of management science and corporate settings. However, the non-hierarchical, complex and adaptive features of health professions education may render these traditional change management models inadequate. We explored how institutional educational leaders navigate the complex residency education system in implementing a major curricular change. Using constructivist grounded theory, we conducted and iteratively analysed semi-structured interviews with 11 institutional education leaders from across Canada who were responsible for leading the nationally mandated curricular change to competency-based residency education. Thematic analysis was performed iteratively using constant comparison. Leaders managing the change process focused on two priorities: steering the direction of the change process as it evolved and maintaining the momentum amongst stakeholders to move forward steadily. Four common threats and opportunities impacted the focus on direction and momentum: multiplicity of contexts, innovation, resistance and distractions. In response, leaders utilised various tactics and harnessed diverse leadership styles to manage these challenges accordingly. We identified a change framework that offers a more contextually nuanced understanding of curricular change in residency education that has not been described in the change management literature generated by the management sector. Institutional education leaders focused on maintaining the direction and momentum, while constantly assessing and adapting to evolving, uncertain and complex conditions. Our findings provide a simple and practical foundation to support leadership education in curricular change as well as researchers in developing further change theories in complex adaptive health professions education systems.

Scaling for sustainability: a change management framework aligned with SDGs

This article proposes a change management model tailored for the Ukrainian IT sector, focusing on sustainable growth and addressing industry-specific challenges. The Scaling for Sustainability framework aligns with three UN Sustainable Development Goals (SDGs): Decent Work and Economic Growth (SDG8), Industry, Innovation and Infrastructure (SDG9) and Partnerships for the Goals (SDG17). It integrates agile change management principles with a strong sustainability focus, offering a comprehensive roadmap for IT companies to scale responsibly. The framework is based on six core principles: shared vision and values, an iterative approach, active employee engagement, data-driven decision-making, collaboration, and transparent communication. These principles are supported by practical steps and established management theories, such as Kotter’s 8-Step Change Model and agile methodologies like Scrum. Key performance indicators (KPIs) measure progress and effectiveness. For SDG 17, innovative KPIs include the number of successful partnerships and collaborative projects. The research methodology involves literature review, framework development, application to real-world case studies, and outcome analysis. The framework’s effectiveness is demonstrated through practical applications in IT companies, highlighting its potential to enhance resilience, foster innovation, and ensure sustainable growth. By integrating sustainability into core business strategies and fostering continuous learning, the Scaling for Sustainability framework addresses the needs of IT companies, positioning them as responsible actors in achieving global sustainability goals. This model provides a practical, data-driven approach to scaling, ensuring long-term success and alignment with global sustainability objectives.

Contribution of change management Principles to Human Resource Management in Educational Organizations

Constant change and transformation are needed in educational organizations. change management determines the organization's growth and the impact of the quality of education on its students and its services. The aim of this article is to discover the impact of change management principles on human resource management within educational institutions. To do so, this paper will present a critical meaning of human resources management, educational organization, and change management; it will analyze how change management principles can make an impact on the way human resources management is directed, by doing this, this paper will provide new findings and specific steps that educational organizations can apply to enhance growth and transformation through change management practices. In order to meet this objective, This research follows a strictly qualitative approach with a grounded theory methodology so that the instruments and type of information to be gathered will be through theoretical sampling with an inductive method to the description, and analysis of theories, and concepts. As a main finding, it is proposed that educational management arises in response to the proper application of change management principles.

Implementation of a nurse practitioner service in a rural setting: a qualitative analysis of healthcare practitioners’ experiences

Background Nurse Practitioners work independently and collaboratively within multidisciplinary teams to fill unmet service delivery needs. Despite strong evidence of the benefits of the nurse practitioner service model, organisational support for nurse practitioners varies in terms of resources and support from leadership and other healthcare professionals. Aims The study aimed to explore healthcare practitioners’ experiences of implementation of a NP service in a rural setting. Methods Semi-structured interviews were conducted with ten healthcare practitioners to investigate their perspectives of a recently implemented NP service. Data were analysed inductively using thematic analysis. Findings Themes emerged related to facilitating collaborative practice, person-centred continuity of care and positive health outcomes for the community. Challenges and limitations related to operational role clarity, scopes of practice and leadership. Conclusion Healthcare practitioners were mostly satisfied with the service however challenges caused tension. Change management principles provide a framework to strengthen the effective clinical alignment of the service.

Evaluating the Effectiveness of the Leading Change for Sustainability in Schools Simulation: A Research and Development Project

Background Although a growing number of simulations have been developed for the purpose of educating for sustainability, published reports consist primarily of prescriptive essays, case descriptions, and commentaries rather than empirical studies. Moreover, only a small number of the empirical studies have used experimental designs to assess their effects on learning. This article addressed the need for validated active learning tools that can be used by educators in educating for sustainability. Aim This article presents the design and initial evaluation of the Leading Change for Sustainability in Schools (LCSS) computer simulation. The study examined the effects of the simulation on student engagement, skills in formulating and executing change management strategies, and the application of knowledge to the simulation challenge. Method This project employed the research and development method for product design and evaluation. A three-week simulation-based learning intervention was conducted with 32 experienced K-12 school teachers and administrators studying in a Master degree program in Vietnam. The research employed a quasi-experimental, time series design to assessed change in learners’ knowledge and skills following participation in the Leading Change for Sustainability in Schools intervention. Repeated measures ANOVA was used to evaluate week-by-week changes in learning outcomes. Results The study found that the simulation-based learning module organized around the Leading Change for Sustainability in Schools (Vietnamese version) simulation was highly engaging for students. Students played the simulation an average of 24 times outside of class during the three-week module (18 hours per student). Students’ skills in formulating and executing change strategies for sustainability improved significantly over the three-week module; 28 students reached the highest level of success on the final assessment. Students also demonstrated significant improvement in their ability to incorporate change management principles into their strategies, indicating improvement in higher-order thinking skills.

Antimicrobial Stewardship Program at a Tertiary Care Hospital: A Road Less Travelled

The manuscript provides a practical overview of implementing an antimicrobial stewardship program from a very nascent stage to a well-established program in the complex setting of a tertiary care hospital. It gives the readers a road map to initiate or refine their journey utilizing many principles of quality improvement, common sense, and negotiating complex human behavior. It also showcases a good use of the scientific principles of quality improvement and change management. Starting small with well-defined surgical prophylaxis paved the way for the complex world of empirical prescription of antimicrobials later in this journey. Various strategies like prescription audit and feedback, handshake stewardship, antimicrobial time-out, and greater mindfulness towards antimicrobial prescription have been well highlighted. Regular point prevalence surveys provided us with actionable data for multiple interventions. Moreover, it highlights the well-defined process and outcome metrics that measured the various aspects of antimicrobial prescription and were instrumental in assessing the success or challenges in implementing the program. Compliance with surgical prophylaxis improved from 34 % to 71%, while compliance with de-escalation increased from 38% to 57%.

Contribution of change management Principles to Human Resource Management in Educational Organizations

Constant change and transformation are needed in educational organizations. change management determines the organization's growth and the impact of the quality of education on its students and its services. The aim of this article is to discover the impact of change management principles on human resource management within educational institutions. To do so, this paper will present a critical meaning of human resources management, educational organization, and change management; it will analyze how change management principles can make an impact on the way human resources management is directed, by doing this, this paper will provide new findings and specific steps that educational organizations can apply to enhance growth and transformation through change management practices. In order to meet this objective, This research follows a strictly qualitative approach with a grounded theory methodology so that the instruments and type of information to be gathered will be through theoretical sampling with an inductive method to the description, and analysis of theories, and concepts. As a main finding, it is proposed that educational management arises in response to the proper application of change management principles.

Change Management in a South African Municipality: Can it Work?

The business environment is ever-changing, and even companies with dominant market share needs to keep up with these changes. Not all change initiatives prove to be successful. Numerous obstacles have been highlighted in literature such as a lack of communication and poor support from management. This study, therefore, set out to identify the different factors that affect the successful implementation of change management initiatives in the City of Tshwane Metropolitan Municipality. The study followed a quantitative method, and the primary data was collected by means of an online questionnaire through SurveyMonkey. The data was analysed via SPSS software and presented in graphs and tables for easy interpretation. The results and knowledge gained from this study will add to the existing body of knowledge in the discipline. It might also assist municipalities to effectively identify and quantify factors that affect their ability to manage constructive change at the workplace. All ethical requirements were considered during the study. The outcome of the study indicated that managers seem to be unaware of the benefits and principles of change management. Organisational structures and processes were found to be key contributors to the employees’ resistance to change. The participants also displayed uncertainty whether communication, employee readiness for change initiative, leadership, and resources were fully addressed in the implementation of change management. The study therefore recommended that the city presents awareness sessions to all city employees including managers on the change management models, the principles of change management as well as the benefits of implementing such models and principles in the operations of the City of Tshwane. The study further recommended that the city provides the required resources for the implementation of change initiatives, and fully address the requirements for communication and employee readiness for change initiatives.

Interprofessional staff perspectives on the adoption of or black box technology and simulations to improve patient safety: a multi-methods survey

IntroductionMedical errors still plague healthcare. Operating Room Black Box (ORBB) and ORBB-simulation (ORBBSIM) are innovative emerging technologies which continuously capture as well as categorize intraoperative data, team information, and audio-visual files, in effort to improve objective quality measures. ORBB and ORBBSIM have an opportunity to improve patient safety, yet a paucity of implementation literature exists. Overcoming implementation barriers is critical. This study sought to obtain rich insights while identifying facilitators and barriers to adoption of ORBB and ORBBSIM in alignment with Donabedian’s model of health services and healthcare quality. Enrichment themes included translational performance improvement and real-world examples to develop sessions.MethodsInterprofessional OR staff were invited to complete two surveys assessing staff’s perceptions using TeamSTEPPS’s validated Teamwork Perceptions Questionnaire (T-TPQ) and open-ended questions. Descriptive statistics were calculated for quantitative variables, and inductive phenomenological content analysis was used for qualitative.ResultsSurvey 1 captured 71 responses from 334 invited (RR 21%) while survey 2 captured 47 responses from 157 (RR 29.9%). The T-TPQ score was 65.2, with Communication (70.4) the highest construct and Leadership (58.0) the lowest. Quality Improvement (QI), Patient Safety, and Objective Case Review were the most common perceived ORBB benefits. Trends suggested a reciprocal benefit of dual ORBB and ORBBSIM adoption. Trends also suggested that dual implementation can promote Psychological Safety, culture, trust, and technology comfort. The need for an implementation plan built on change management principles and a constructive culture were key findings.ConclusionsFindings supported ORBB implementation themes from previous literature and deepened our understanding through the exploration of team culture. This blueprint provides a model to help organizations adopt ORBB and ORBBSIM. Outcomes can establish an empirical paradigm for future studies.

Dattopant Thengadi National Board for Workers Education and Development (DTNBWED): a need for re-organisation

Research methodology The students should go through the concepts of motivation, leadership, organisational communication, organisational culture, organisational conflict, power and politics and organisational change and development from their course on organisational behaviour. In Business Communication, the students could review effective communication skills, the process of communication and barriers to communication to prescribe suitable recommendations for the organisation. In Financial Accounting, the reader should revise the income statement and balance sheet. They can undertake financial analysis on the data presented in the case to analyse the performance of the organisation. The participants may be asked to identify future possible financial risks that may arise. Case overview/synopsis The Dattopant Thengadi National Board for Workers Education and Development (DTNBWED) was an autonomous body under the Ministry of Labour and Employment, Government of India. It had been responsible for creating a disciplined and skill-oriented workforce for the organised, unorganised and rural sectors in India. In the past, DTNBWED undertook training programmes to educate and improve the quality of life of workers. However, the objectives were far from being fulfilled because of challenges such as an acute shortage of education officers, a slow recruitment process, communication issues between the ministry and the DTNBWED and a large part of the budget being spent on salaries. The main challenges faced by DTNBWED were the implementation of the 7th Pay Commission and the higher contribution of the Government under a new pension scheme. The DTNBWED faced audit issues, including the absence of an inventory register, non-compliance with accounting rules and statutory norms and inadequate internal audit. The DTNBWED could not shift its headquarters from Nagpur to Delhi because of office politics and differences between the staff and the ministry. The organisation needed a complete reorganisation using principles of change management and agile management. It was recommended that departmental promotion committees review promotions immediately; recruitment of education officers should be done along with post-revival with the Ministry of Finance; rental of offices should be from Government departments only; and the administrative manual and recruitment rules should be revised. These measures would help to overcome the challenges faced by DTNBWED, such as low expenditure on training, poor communication between the ministry and headquarters, vacant top-level posts and low motivation levels among existing officers. Complexity academic level The case is appropriate for MBA students, executive MBAs, and those working in government organisations. Peer review The peer review history for this article is available at: https://publons.com/publon/10.1108/TCJ-04-2021-0056/

Leadership and Management of Change in Organizations

This paper theoretically evaluated leadership and management of change in organizations, realizing that change management is a continuous method used in transitioning social, organizational, and psychological change of employees. The review focused on the change management processes that address leaders' and employees' attitudes and how change management is created, as a catalyst for possible changes in an organization. The purpose of change management is ultimately to make use of initiatives and ensure that every employee in an organization is willing and ready to switch over to an anticipated new role in the organization. This current study evaluated the relationship between evaluated management of change in organizational leadership, change, and organization, management of change, the importance of change management, and principles of change management, other areas visited are types of organizational change, popular models for managing change, overcoming resistance to change, challenges of change management, how change management are created viz-à-viz ideas, thoughts, feelings, plans, habits, commitment, lifestyle, and change. The review concluded that consistently and effectively navigating change requires strong leadership because, in the end, it is the employees who will execute the new strategy in their day-to-day work lives. Leaders must be able to inspire people through a strong vision, define the strategy, communicate effectively, support their employees, and maintain the energy and commitment to change through to completion. The study recommends amongst others that organizational leaders should not undermine the power of ideas in their move toward change management, and should not underestimate thoughts, feelings, plans, and habits as an essential component of the change management process.

Leading Change at Berkeley Public Health: Building the Anti-racist Community for Justice and Social Transformative Change

A transformative change grounded in a commitment to antiracism and racial and health equity is underway at the University of California, Berkeley, School of Public Health. Responding to a confluence of national, state, and local circumstances, bold leadership, and a moral and disciplinary imperative to name and address racism as a root cause of health inequities, our community united around a common vision of becoming an antiracist institution. Berkeley Public Health has a long history of efforts supporting diversity, equity, inclusion, belonging, and justice. Building upon those efforts, we pursued an institution-wide initiative, one that creates a more equitable and inclusive school of public health that models and supports the development of future public health leaders, practitioners, scholars, and educators. Grounded in the principles of cultural humility, we recognized that our vision was a journey, not a destination. This article describes our efforts from June 2020 through June 2022 in developing and implementing ARC4JSTC (Anti-racist Community for Justice and Social Transformative Change), a comprehensive, multiyear antiracist change initiative encompassing faculty and workforce development, student experience, curriculum and pedagogy, community engagement outreach, and business processes. Our work is data informed, grounded in principles of change management, and focused on building internal capacity to promote long-term change. Our discussion of lessons learned and next steps helps to inform our ongoing work and antiracist institutional change efforts at other schools and programs of public health.

Change Management Strategies Towards Dismantling Race-Based Structural Barriers in Radiology.

Political momentum for antiracist policies grew out of the collective trauma highlighted during the COVID pandemic. This prompted discussions of root cause analyses for differences in health outcomes among historically underserved populations, including racial and ethnic minorities. Dismantling structural racism in medicine is an ambitious goal that requires widespread buy-in and transdisciplinary collaborations across institutions to establish systematic, rigorous approaches that enable sustainable change. Radiology is at the center of medical care and renewed focus on equity, diversity, and inclusion (EDI) provides an opportune window for radiologists to facilitate an open forum to address racialized medicine to catalyze real and lasting change. The framework of change management can help radiology practices create and maintain this change while minimizing disruption. This article discusses how change management principles can be leveraged by radiology to lead EDI interventions that will encourage honest dialogue, serve as a platform to support institutional EDI efforts, and lead to systemic change.

‘Block-Change’: Exploring Change Management Principles to Overcome Challenges in Blockchain Adoption

Blockchain technology has attracted significant interest and investment over the past decade across multiple industries. While the research and development has been robust and there has been no shortage of attempts at implementation, successful implementations at scale have been somewhat limited. Evaluations of this limited success have often focused solely on the technology or isolated economic assessment of the business use cases. Individual users and the networks they create are another critical component of a successful blockchain implementation at scale. Change management is the approach of preparing, supporting, and guiding a group of people towards an organisational or network goal. This paper looks at change management as a critical component of successfully building a network for scaled adoption and implementation of blockchain use across industries. We explore what makes individuals resistant to change, offer solutions from the established fields of change strategy and change management, and consider how these can be applied to increase success in blockchain adoption and implementation. Crucial elements include identifying principal stakeholder groups and users, asking key questions and gathering input and feedback from these stakeholders, incorporating this information into the governance structure and consensus mechanisms of the blockchain use, demonstrating and describing value of use to the stakeholders, and aligning these components for successful adoption. We end with impactful recommendations for developers, business leaders, administrators, subject matter experts, advisors, and end users to consider to better incorporate successful change management principles into their blockchain projects.

ОСОБЛИВОСТІ ЗАЛУЧЕННЯ ТА УТРИМАННЯ ПЕРСОНАЛУ В УМОВАХ ВІЙНИ ТА ДІДЖИТАЛІЗАЦІЇ ПРАЦІ

The article examines problems in the field of personnel management faced by domestic businesses during the war. It is defined that the most problematic fields are ensuring companies with personnel of the required quality and in sufficient quantity as well as retaining the employees avoiding the layoffs aspirations. These problems have arisen due to the evacuation of a part of the working population abroad, the mobilization of workers to the Armed Forces, the increase in the mortality rate of men of working age, etc. Analysis of external factors affecting the recruitment process has revealed many areas for improvement that will help companies to adapt to new realities. These include the use of modern tools and platforms for automating the recruitment process, the wide use of social networks to search for candidates for vacancies, etc. It is justified in the paper that the process of providing the company with personnel requires the use of fundamentally new approaches to its implementation. It has been proven that to retain and attract personnel, companies need to rethink their motivational programs, because certain motivational tools in wartime conditions have become obsolete and lost their relevance. It is recommended that along with traditional methods of material motivation, it is necessary to use those that will provide psychological support to the staff. Successful cases of modernization of the personnel motivation system of three large Ukrainian companies are presented. It was noted that in conditions of uncertainty, the personnel motivation system cannot remain stable, but should be built following the principles of change management. Therefore, it is recommended to constantly monitor the effectiveness of the current motivation system and, if necessary, to modernize it. To identify the level of motivation of the company's employees and analyze the influence of motivational factors on the efficiency of their work, it is recommended to use the "Motivation Efficiency Test" software.

Active learning in an online postgraduate research module: Perceptions of accounting students and lecturers

Chartered accountancy education offered by universities in South Africa has traditionally been characterised by passive face-to-face (F2F) learning approaches. Literature, however, has pointed out that active learning can enhance student learning, engagement, and motivation. Moreover, employing active online learning could facilitate the development of digital and critical thinking competencies in accounting students, the importance of which is increasingly emphasised. In response to this, a more traditional and passive F2F lecture week (as part of a postgraduate course on research in accounting) was redesigned during the COVID-19 pandemic to be presented fully online, based on the active learning principles found in Laurillard’s Six Ways of Learning. A questionnaire was administered to investigate the perceptions of both students and lecturers as to whether the redesign led to improved learning and competency development, and to increased engagement and motivation. Although some students were resistant to the change in learning approach from passive to active, respondents felt that the active learning tasks led to increased engagement and enhanced learning by students. Student resistance should be managed in future redesign processes to minimise the effect thereof on learning outcomes, possibly through change management principles such as purposeful communication regarding the benefits and requirements of active learning. Respondents reported that the online learning environment provided students with increased flexibility, but that this flexibility had to be managed through self-regulation or monitoring by lecturers. Online learning also led to feelings of disconnect (between lecturers and students, within the student group and in relation to the content). Such disconnect could be alleviated by applying a blended learning approach in future, using the advantages of both the F2F and the online environment. The results of this study are important to lecturers seeking to design courses that engage and motivate students, enhance learning, and allow the development of the competencies required of the accountants of the future.