EFFECTS OF NEW CONTROL SYSTEMS IN SWEDISH HEALTH CARE ORGANIZATIONS

1996 ◽  
Vol 12 (2) ◽  
pp. 157-171 ◽  
Author(s):  
Claes Charpentier ◽  
Lars A. Samuelson
Keyword(s):  
Health Care ◽  
Control Systems ◽  
Health Care Organizations ◽  
Swedish Health Care

scholarly journals Characteristics of successful changes in health care organizations: an interview study with physicians, registered nurses and assistant nurses

2020 ◽  
Author(s):  
Per Nilsen ◽  
Ida Seing ◽  
Carin Ericsson ◽  
Sarah A. Birken ◽  
Kristina Schildmeijer
Keyword(s):  
Health Care ◽  
Registered Nurses ◽  
Health Care Professionals ◽  
Health Care Organizations ◽  
Organizational Changes ◽  
Structured Interviews ◽  
Disease Patterns ◽  
Swedish Health Care ◽  
Assistant Nurses ◽  
Ageing Populations

Abstract Background: Health care organizations are constantly changing as a result of technological advancements, ageing populations, changing disease patterns, new discoveries for the treatment of diseases and political reforms and policy initiatives. Changes can be challenging because they contradict humans’ basic need for a stable environment. The present study poses the question: what characterizes successful organizational changes in health care? The aim was to investigate the characteristics of changes of relevance for the work of health care professionals that they deemed successful.Methods: The study was based on semi-structured interviews with 30 health care professionals: 11 physicians, 12 registered nurses and seven assistant nurses employed in the Swedish health care system. An inductive approach was applied using questions based on the existing literature on organizational change and change responses. The questions concerned the interviewees’ experiences and perceptions of any changes that they considered to have affected their work, regardless of whether these changes were “objectively” large or small changes. The interviewees’ responses were analysed using directed content analysis.Results: The analysis yielded three categories concerning characteristics of successful changes: having the opportunity to influence the change; being prepared for the change; valuing the change. The interviewees emphasized the importance of having the opportunity to influence the organizational changes that are implemented. Changes that were initiated by the professionals themselves were considered the easiest and were rarely resisted. Changes that were clearly communicated to allow for preparation increased the chances for success. The interviewees did not support organizational changes that were perceived to be implemented unexpectedly and/or without prior communication. They conveyed that it was important for them to understand the need for and benefits of organizational changes. They particularly valued and perceived as successful organizational changes with a patient focus, with clear benefits to patients.Conclusions: Organizational changes in health care are more likely to succeed when health care professionals have the opportunity to influence the change, feel prepared for the change and recognize the value of the change, including perceiving the benefit of the change for patients.

Who will lead the physicians unwilling to lead? Institutional logics and double-bind situations in health care leadership

2016 ◽  
Vol 37 (3) ◽  
pp. 325-340 ◽  
Author(s):  
Alexander Styhre ◽  
Adam Roth ◽  
Jonas Roth
Keyword(s):  
Health Care ◽  
Health Care Organizations ◽  
Clinical Work ◽  
Institutional Logics ◽  
Leadership Roles ◽  
Organizational Setting ◽  
Leadership Positions ◽  
Case Study Methodology ◽  
Content Type ◽  
Swedish Health Care

Purpose – Health care organizations are increasingly demanded to balance the institutional logic of “medical professionalism” and “business-like health care,” that is, to both recognize physicians’ professional expertise while locating it in a wider social, economic, and political organizational setting. The purpose of this paper is to examine the implications from this shift in terms of leadership work in health care organizations. Design/methodology/approach – Case study methodology including interviews with 15 residents in Swedish health care organizations. Findings – A study of the willingness of residents to take on leadership positions show that leadership roles are treated as what is potentially hindering the acquisition of the know-how, skills, and expertise demanded to excel in the clinical work. Consequently, taking on leadership positions in the future was relatively unattractive for the residents. In order to overcome such perceived conflict between professional skill development and leadership roles, top management of health care organizations must help residents overcome such beliefs, or other professional groups may increasingly populate leadership positions, a scenario not fully endorsed by the community of physicians. Originality/value – The paper demonstrates how complementary or completing institutional logics are influencing debates and identities on the “shop floors” of organizations.

scholarly journals Characteristics of successful changes in health care organizations: an interview study with physicians, registered nurses and assistant nurses

2020 ◽  
Vol 20 (1) ◽  
Author(s):  
Per Nilsen ◽  
Ida Seing ◽  
Carin Ericsson ◽  
Sarah A. Birken ◽  
Kristina Schildmeijer
Keyword(s):  
Health Care ◽  
Registered Nurses ◽  
Health Care Professionals ◽  
Health Care Organizations ◽  
Organizational Changes ◽  
Structured Interviews ◽  
Disease Patterns ◽  
Swedish Health Care ◽  
Assistant Nurses ◽  
Ageing Populations

Abstract Background Health care organizations are constantly changing as a result of technological advancements, ageing populations, changing disease patterns, new discoveries for the treatment of diseases and political reforms and policy initiatives. Changes can be challenging because they contradict humans’ basic need for a stable environment. The present study poses the question: what characterizes successful organizational changes in health care? The aim was to investigate the characteristics of changes of relevance for the work of health care professionals that they deemed successful. Methods The study was based on semi-structured interviews with 30 health care professionals: 11 physicians, 12 registered nurses and seven assistant nurses employed in the Swedish health care system. An inductive approach was applied using questions based on the existing literature on organizational change and change responses. The questions concerned the interviewees’ experiences and perceptions of any changes that they considered to have affected their work, regardless of whether these changes were “objectively” large or small changes. The interviewees’ responses were analysed using directed content analysis. Results The analysis yielded three categories concerning characteristics of successful changes: having the opportunity to influence the change; being prepared for the change; valuing the change. The interviewees emphasized the importance of having the opportunity to influence the organizational changes that are implemented. Changes that were initiated by the professionals themselves were considered the easiest and were rarely resisted. Changes that were clearly communicated to allow for preparation increased the chances for success. The interviewees did not support organizational changes that were perceived to be implemented unexpectedly and/or without prior communication. They conveyed that it was important for them to understand the need for and benefits of organizational changes. They particularly valued and perceived as successful organizational changes with a patient focus, with clear benefits to patients. Conclusions Organizational changes in health care are more likely to succeed when health care professionals have the opportunity to influence the change, feel prepared for the change and recognize the value of the change, including perceiving the benefit of the change for patients.

scholarly journals Conditions for successful changes in health care organizations: an interview study with physicians, registered nurses and assistant nurses

2019 ◽  
Author(s):  
Per Nilsen ◽  
Ida Seing ◽  
Carin Ericsson ◽  
Sarah A. Birken ◽  
Kristina Schildmeijer
Keyword(s):  
Health Care ◽  
Organizational Change ◽  
Registered Nurses ◽  
Health Care Professionals ◽  
Health Care Organizations ◽  
Organizational Changes ◽  
Structured Interviews ◽  
Disease Patterns ◽  
Swedish Health Care ◽  
Assistant Nurses

Abstract Background: Health care organizations are constantly changing as a result of technological advancements, ageing populations, changing disease patterns, new discoveries for the treatment of diseases and political reforms and policy initiatives. Changes can be challenging because they contradict humans’ basic need for a stable environment. The present study poses the question: what characterizes successful organizational changes in health care? The aim was to investigate the characteristics of changes of relevance for the work of health care professionals that they deemed successful. Methods: The study was based on semi-structured interviews with 30 health care professionals: 11 physicians, 12 registered nurses and seven assistant nurses employed in the Swedish health care system. An inductive approach was applied using questions based on the existing literature on organizational change and change responses. The questions concerned the interviewees’ experiences and perceptions of any changes that they considered to have affected their work, regardless of whether these changes were “objectively” large or small changes. The interviewees’ responses were analysed using directed content analysis. Results: The analysis yielded three categories concerning conditions for successful changes: having the opportunity to influence the change; being prepared for the change; valuing the change. The interviewees emphasized the importance of having the opportunity to influence the organizational changes that are implemented. Changes that were initiated by the professionals themselves were considered the easiest and were rarely resisted. Changes that were clearly communicated to allow for preparation increased the chances for success. The interviewees did not support organizational changes that were perceived to be implemented unexpectedly and/or without prior communication. They conveyed that it was important for them to understand the need for and benefits of organizational changes. They particularly valued and perceived as successful organizational changes with a patient focus, with clear benefits to patients.Conclusions: Organizational changes in health care are more likely to succeed when health care professionals have the opportunity to influence the change, feel prepared for the change and recognize the value of the change, including perceiving the benefit of the change for patients. Keywords: Organizational change, Implementation, Influence, Preparedness, Patient benefit

Rorschach-CS Scores of Six Groups of Patients

2013 ◽  
Vol 34 (1) ◽  
pp. 24-55 ◽  
Author(s):  
Caspar C. Berghout ◽  
Jolien Zevalkink ◽  
Abraham N. J. Pieters ◽  
Gregory J. Meyer
Keyword(s):  
Mental Health ◽  
Health Care ◽  
Health Care Organizations ◽  
Total Sample ◽  
Psychoanalytic Psychotherapy ◽  
Cross Sectional ◽  
Treatment Groups ◽  
Treatment Type ◽  
Psychotherapy Groups ◽  
Cross Sectional Design

In this study we used a quasiexperimental, cross-sectional design with six cohorts differing in phase of treatment (pretreatment, posttreatment, 2-year posttreatment) and treatment type (psychoanalysis and psychoanalytic psychotherapy) and investigated scores on 39 Rorschach-CS variables. The total sample consisted of 176 participants from four mental health care organizations in The Netherlands. We first examined pretreatment differences between patients entering psychoanalysis and patients entering psychoanalytic psychotherapy. The two treatment groups did not seem to differ substantially before treatment, with the exception of the level of ideational problems. Next, we studied the outcome of psychoanalysis and psychoanalytic psychotherapy by comparing the Rorschach-CS scores of the six groups of patients. In general, we found significant differences between pretreatment and posttreatment on a relatively small number of Rorschach-CS variables. More pre/post differences were found between the psychoanalytic psychotherapy groups than between the psychoanalysis groups. More research is needed to examine whether analyzing clusters of variables might reveal other results.

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