scholarly journals Nutrition change strategies: the new frontier

2008 ◽  
Vol 11 (10) ◽  
pp. 1063-1075 ◽  
Author(s):  
Milla McLachlan ◽  
James Garrett
Keyword(s):  
Change Processes ◽  
Change Strategies ◽  
Transformative Change ◽  
Theory U ◽  
Dynamic Learning ◽  
Nutrition Policies ◽  
Current Change ◽  
Change Framework ◽  
Descriptive Framework ◽  
Global Nutrition

AbstractObjectiveTo advance understanding of nutrition change dynamics and strategies needed to tackle complex global nutrition challenges.DesignTwo frameworks, a descriptive framework of orders of change and a change model (Theory U), are introduced to advance understanding of how to promote effective action on a complex social problem like nutrition. The descriptive framework explores the types of change pursued by four current global nutrition initiatives and the strategies they use to achieve their goals. Theory U provides a conceptual model to help understand breakthrough or transformative change, i.e. change that shifts the entire system.SettingThe focus is on global and regional nutrition initiatives.ResultsUsing the criteria of desired outcomes, purpose, participation and process, the orders of change framework categorizes programme strategies according to the levels of change likely to be achieved. Such a framework can help to structure conversations among actors about prerequisites for, and the likelihood of, transformative change. Theory U provides a conceptual framework to facilitate transformative change by providing insight into change processes and levers for action.ConclusionsNutrition is a complex social issue, and not only a biological or technical challenge. But nutritionists seldom inquire into the nature of changes required to achieve goals or the processes through which change occurs. Lack of understanding and failure to address such change processes directly mean that nutrition policies and programmes continue to fall short. There is a need to understand the dynamics of change in nutrition; to learn from current change experiences; and to create dynamic learning communities.

scholarly journals Commercial ventures in nonprofit organizations: stratgegic change or natural evolution?

2021 ◽  
Author(s):  
Agnes G. Meinhard ◽  
Louise Moher ◽  
Mary K. Foster ◽  
Susan Fitzrandolph
Keyword(s):  
Life Cycle ◽  
Human Resources ◽  
Nonprofit Organizations ◽  
Voluntary Sector ◽  
Planned Change ◽  
Change Processes ◽  
Change Strategies ◽  
Natural Evolution ◽  
Working Paper

This paper investigates the change processes involved in establishing commercial ventures as revenue generating alternatives in eleven nonprofit organizations, and reports on factors contributing to their success. The eleven cases studied illustrate that the establishment of commercial ventures in nonprofit organizations may result from either deliberate planning or following emergent opportunities. Regardless of whether change was emergent or deliberate, successful organizations were ones that did not try to radically change their paradigms. Their ventures were either merely an extension of existing physical or human resources, or entwined with their mission very early in their life cycle. The unsuccessful and struggling ventures, however, were the result of intended, deliberately planned change strategies that failed because the ventures failed to mesh with the organization’s paradigm. Keywords: CVSS, Centre for Voluntary Sector Studies, Working Paper Series,TRSM, Ted Rogers School of Management Citation:

The Lived Experience of Smartphone Use in a Unit of the United States Army

2017 ◽  
pp. 88-117
Author(s):  
Gregory C. Gardner
Keyword(s):  
Work Environment ◽  
Lived Experience ◽  
United States Army ◽  
Phenomenological Study ◽  
The United States ◽  
Transformative Change ◽  
Theory U ◽  
Call To Action ◽  
Leadership Challenges ◽  
Smartphone Use

Smartphones bring major changes to the way people gather information and interact. While smartphone use unleashes productivity it also has worrying implications. This study focused on the most important aspects of user experiences of smartphones in an Army work environment. Theory U and systems theory guided the research. This phenomenological study was based on interviews with soldiers of a variety of ages, ranks, and duty positions. While the findings are consistent with other research, it is clear that smartphone use ties to a number of complex leadership challenges. Paradoxical aspects of smartphone use are apparent as it also fosters stress and anxiety. More concerning, such use jeopardizes the development of the traditional military culture of the unit. Current Army policies do not address the concerns expressed by respondents. The results of the study are a call to action for Army leaders and offer a compelling case for transformative change.

scholarly journals Commercial Ventures in Nonprofit Organizations: Strategic Change or Natural Evolution?

2021 ◽  
Author(s):  
Agnes Meinhard ◽  
Louise Moher ◽  
Mary Foster ◽  
Susan Fizrandolph
Keyword(s):  
Life Cycle ◽  
Human Resources ◽  
Nonprofit Organizations ◽  
Strategic Change ◽  
Voluntary Sector ◽  
Planned Change ◽  
Change Processes ◽  
Change Strategies ◽  
Natural Evolution ◽  
Working Paper

This paper investigates the change processes involved in establishing commercial ventures as revenue generating alternatives in eleven nonprofit organizations, and reports on factors contributing to their success. The eleven cases studied illustrate that the establishment of commercial ventures in nonprofit organizations may result from either deliberate planning or following emergent opportunities. Regardless of whether change was emergent or deliberate, successful organizations were ones that did not try to radically change their paradigms. Their ventures were either merely an extension of existing physical or human resources, or entwined with their mission very early in their life cycle. The unsuccessful and struggling ventures, however, were the result of intended, deliberately planned change strategies that failed because the ventures failed to mesh with the organization’s paradigm. Keywords: CVSS, Centre for Voluntary Sector Studies, Working Paper Series,TRSM, Ted Rogers School of Management Keywords: nonprofit, commercial ventures, change Citation:

Theory U Applied in Transformative Development

2013 ◽  
pp. 114-127
Author(s):  
Geoff Fitch ◽  
Terri O’Fallon
Keyword(s):  
Transformative Learning ◽  
Practical Knowledge ◽  
Transformative Change ◽  
Learning Context ◽  
Theory U ◽  
Transformative Development ◽  
Collective Processes

In this chapter, the authors demonstrate how Theory U can be integrated into a long-term transformative learning context that involves both individual and collective processes of development and growth. They begin by examining the theoretical underpinnings of Theory U and how they relate to and inform other theories and practices. They then go on to share more specific practical knowledge of how this model informs Pacific Integral and its Generating Transformative Change (GTC) program in each of these three areas. Finally, the authors explore some of the research that has resulted from the use of Theory U.

Correctional Policy

1971 ◽  
Vol 17 (4) ◽  
pp. 373-386 ◽  
Author(s):  
Vincent O'Leary ◽  
David Duffee
Keyword(s):  
Policy Reform ◽  
Change Processes ◽  
Change Strategies ◽  
Important Criterion ◽  
Change Strategy ◽  
Correctional Policy ◽  
The Relationship

This article points up the need to study the assumptions that underlie correctional administration and to examine correctional change processes systematically. The nature of correctional goals and the different ways they may be classified are described. The authors argue that the offender's motivation of behavior within the system is an important criterion in classifying goals. The change strategy typology of Herbert Kelman is described, and the change agent's modes of compliance, identification, and internalization are related to specifically correctional concerns. Using these change strategies as a base, the authors develop and describe four models of correctional policy: reform, rehabilita tion, reintegration, and restraint. The results of administering a policy questionnaire are reported, with the conclusion that perception of policy may be quite different at various levels in a correctional organization. The relationship between correc tional policy and correctional research is discussed.

Constructing a New Taxonomy of Change: Michigan Administrators’ Perspectives on Current Change Processes

1995 ◽  
Vol 5 (1) ◽  
pp. 87-107
Author(s):  
Patrick M. Jenlink ◽  
Kathryn Kinnucan-Welsch
Keyword(s):  
Change Process ◽  
Change Processes ◽  
Current State ◽  
Current Change ◽  
Perceptions Of Administrators ◽  
Structural Perspective ◽  
Change Efforts

Reform in education is capturing national attention. While a macro view of change process from the policy, legislative or structural perspective is crucial, the perspectives of those engaged in the change process are equally important to the understanding of change in all of its complexity. This study examined the perceptions of administrators whose districts were involved in change processes. The responses from the administrators suggest a framing mechanism, or taxonomy, that represents the current state of change efforts in Michigan.

scholarly journals Adaptive leadership in academic libraries

2018 ◽  
Vol 39 (1/2) ◽  
pp. 106-115 ◽  
Author(s):  
Gabrielle Ka Wai Wong ◽  
Diana L.H. Chan
Keyword(s):  
Academic Libraries ◽  
Adaptive Leadership ◽  
Academic Librarians ◽  
Change Processes ◽  
Change Strategies ◽  
Leadership Model ◽  
Content Type ◽  
Traditional Sense ◽  
Practical Implications

Purpose The purpose of this paper is to outline the core ideas of adaptive leadership and relates them to challenges confronting academic libraries. Design/methodology/approach The paper provides an overview of the adaptive leadership model and highlights the key concepts. Recent initiatives at the Hong Kong University of Science and Technology Library are used as cases to illustrate how the model may guide the authors’ focus to finding leverage points. Findings Using the model, the key role of positional leaders shifts from the traditional sense of giving direction and protection to followers, to one that orchestrates the change process with the team through difficulties and uncertainties, and to build culture and structure that facilitate adaptive changes. Practical implications Academic librarians can use the concepts and framework of adaptive leadership to design change strategies and manage change processes. Originality/value This is the first paper introducing the adaptive leadership model to academic libraries.

Improving care coordination in community physical rehabilitation: A qualitative study of the change framework

2019 ◽  
Vol 22 (3-4) ◽  
pp. 140-147 ◽  
Author(s):  
Jane L Symons ◽  
Julie Jamison ◽  
Jane Dening ◽  
Linda Murray ◽  
Sue Pearson
Keyword(s):  
Qualitative Study ◽  
Social Interactions ◽  
Care Coordination ◽  
Physical Rehabilitation ◽  
Rehabilitation Service ◽  
Change Processes ◽  
Improvement Project ◽  
Study Objective ◽  
Mixed Response ◽  
Change Framework

Introduction Contemporary rehabilitation change relies on effective collaboration and ongoing social interactions among stakeholders. The study objective was to explore the influence of the selected change framework and underlying social interactions during a care coordination improvement project. Methods A qualitative study collected data from 35 employees in a community physical rehabilitation service. Participants were not only undergoing change to improve client care coordination but were also facilitating the change processes themselves. Symbolic interactionism guided the research design, and data were collected using interviews and observation. Blumer’s six root beliefs were used for deductive data analysis and provided the framework for the findings. Results Findings highlight that the perceptions of the selected change framework were mixed yet dynamic, with modification occurring via social interaction. Elements of Kotter’s eight steps, lean thinking, and transformational change models were trialed. Implementation of the change processes required formal and informal group social interactions. Participants’ different outlooks explained their mixed response to the change processes. Participants who supported the implemented changes believed the processes and outcomes were clear, appropriate, and inclusive. Time, energy, and positive social interactions enabled employees to drive change, with more of these resources desired to refine the vision, problem-solve implementation, and further improve care coordination. Discussion This study enhances the understanding of how employees and the community physical rehabilitation service shaped each other during the change processes. The focus on social interactions highlights the slow rate of improved care coordination and need for increased resources and/or duration for successful change.

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