Evidence-Based Organizational Change and Development

2016 ◽  
pp. 120-142 ◽  
Author(s):  
Robert G Hamlin
Keyword(s):  
Organizational Change ◽  
Design Science ◽  
Evidence Based ◽  
Change Agency ◽  
Line Managers ◽  
Case Examples ◽  
Managing Change ◽  
The United Kingdom ◽  
Replication Research ◽  
Partnership Research

This chapter is targeted mainly toward HRD practitioners and line managers who are actively involved in bringing about effective and beneficial organizational change and development (OCD) within their own respective organizations and/or within host organizations. Its purpose is to help them to appreciate more fully the complexities of the process issues of managing change, and the value of using theory and results of rigorous internal research in a very conscious and focused way to inform, shape, and evaluate their own change agency practice. After discussing why so many OCD programs fail, the author argues that ‘evidence-based management' and ‘evidence-based HRD', coupled with HRD's understanding of and alignment with the strategic thrust of the business, will likely lead to more effective OCD initiatives and programs. Several case examples of evidence-based OCD from the United Kingdom are presented, and the merits of ‘design science', ‘professional partnership research' and ‘replication research' are discussed.

Organizational Change and Development

2021 ◽  
pp. 1792-1820
Author(s):  
Robert G. Hamlin
Keyword(s):  
Organizational Change ◽  
Design Science ◽  
Evidence Based ◽  
Change Agency ◽  
Case Examples ◽  
The United Kingdom ◽  
Replication Research ◽  
Partnership Research ◽  
Definition Of ◽  
Agency Practices

This chapter first discusses the complexities of change in organizations and why so many OCD programs fail and makes the case for change agents to become evidence-based in their change agency practice. The author then offers a definition of evidence-based organizational change and development (EBOCD) and outlines the types of “best evidence” that can be used to inform and shape the formulation and implementation of OCD strategies and to critically evaluate the associated processes and change agency practices. Various distinctive evidence-based initiatives for OCD are discussed and several case examples from the United Kingdom are presented. The chapter closes with a discussion of the specific merits of “design science,” “professional partnership” research, and “replication” research.

scholarly journals Organizational Change and Development

2019 ◽  
pp. 1-29
Author(s):  
Robert G. Hamlin
Keyword(s):  
Organizational Change ◽  
Design Science ◽  
Evidence Based ◽  
Change Agency ◽  
Case Examples ◽  
The United Kingdom ◽  
Replication Research ◽  
Partnership Research ◽  
Definition Of ◽  
Agency Practices

This chapter first discusses the complexities of change in organizations and why so many OCD programs fail and makes the case for change agents to become evidence-based in their change agency practice. The author then offers a definition of evidence-based organizational change and development (EBOCD) and outlines the types of “best evidence” that can be used to inform and shape the formulation and implementation of OCD strategies and to critically evaluate the associated processes and change agency practices. Various distinctive evidence-based initiatives for OCD are discussed and several case examples from the United Kingdom are presented. The chapter closes with a discussion of the specific merits of “design science,” “professional partnership” research, and “replication” research.

Organizational Change for the Human Services

2021 ◽  
Author(s):  
Thomas Packard
Keyword(s):  
Organizational Change ◽  
Conceptual Framework ◽  
Change Process ◽  
Team Building ◽  
Change Leadership ◽  
Service Organizations ◽  
Evidence Based ◽  
Case Examples ◽  
Arc Model ◽  
Organizational Culture Change

This book presents an evidence-based conceptual framework for planning and implementing organizational change processes specifically focused on human service organizations (HSOs). After a brief discussion of relevant theory and a review of key challenges facing HSOs that create opportunities for organizational change, a detailed conceptual framework outlines an organizational change process. Two chapters are devoted to the essential role of an organization’s executive or other manager as a change leader. Five chapters cover the steps of the change process, beginning with identifying a problem or change opportunity; then defining a change goal; assessing the present state of the organization (the change problem and organizational readiness and capacity to engage in change); and determining an overall change strategy. Twenty-one evidence-based organizational change tactics are presented to guide implementation of the process. Tactics include communicating the urgency for change and the change vision; developing an action system that includes a change sponsor, a change champion, a change leadership team and action teams; providing support to staff; facilitating the development and approval of ideas to achieve the change goal; institutionalizing the changes within organizational systems; and evaluating the change process and outcomes. Four case examples from public and nonprofit HSOs are used to illustrate change tactics. Individual chapters cover change technologies and methods, including action research; team building; conflict management; quality improvement methods; organization redesign; organizational culture change; using consultants; advancing diversity, equity, inclusion, and social justice; capacity building; implementation science methods; specific models, including the ARC model; and staff-initiated organizational change.

Facing Organizational Change

2021 ◽  
pp. 742-760
Author(s):  
Filippo Ferrari
Keyword(s):  
Organizational Change ◽  
Common Sense ◽  
Change Agent ◽  
Change Agents ◽  
Point Of View ◽  
Evidence Based ◽  
Change Agency ◽  
Academic World ◽  
Skill Mismatch ◽  
The Common

This chapter aims to present the obstacles both scholars and practitioners must overcome in facing organizational change. Indeed, too often practitioners lack any rigorous evidence-based background and rely on their previous experience and common sense. At the same time, scholars too often work in a very separated academic world, thus ignoring the actual problems that professionals face in actual firms. Being both a scholar and a practitioner, the author highlights the common challenges likely to be faced by change agents when facilitating organizational change: recognizing the readiness of the involved people to change, their skill mismatch, their previous change history, and the level of cynicism. A fully reflective change agent must consider these factors in designing and implementing an evidence-based organizational change and development (EBOCD) initiative and change agency process if he or she wishes to achieve positive outcomes both from the organizational and the involved people's point of view.

scholarly journals Evidence-Based Organizational Change and Development

2019 ◽  
pp. 30-51
Author(s):  
Robert G. Hamlin ◽  
Darlene F. Russ-Eft
Keyword(s):  
Organizational Change ◽  
Structure Function ◽  
Best Practice ◽  
Evidence Based ◽  
Change Agency ◽  
Organizational Life ◽  
Political Skills ◽  
Making Sense ◽  
Theoretical Perspectives

The chapter first provides an overview of “best practice” and conventional “received wisdom” relating to OCD and emphasizes the importance of adopting more evidence-based approaches to develop in-depth understanding of the organization prior to planning and instigating an OCD initiative. The authors then discuss a range of historical and contemporary theoretical perspectives for analyzing and making sense of the interacting relationships between an organization's structure, function, and culture, and of the complexities, contradictions, and paradoxes of organizational life. Additionally, they identify various approaches, tools, techniques, and desirable attributes, competencies, and political skills for developing and evaluating the effectiveness of EBOCD strategies and change agency practice.

Facing Organizational Change

2019 ◽  
pp. 342-360
Author(s):  
Filippo Ferrari
Keyword(s):  
Organizational Change ◽  
Common Sense ◽  
Change Agent ◽  
Change Agents ◽  
Point Of View ◽  
Evidence Based ◽  
Change Agency ◽  
Academic World ◽  
Skill Mismatch ◽  
The Common

This chapter aims to present the obstacles both scholars and practitioners must overcome in facing organizational change. Indeed, too often practitioners lack any rigorous evidence-based background and rely on their previous experience and common sense. At the same time, scholars too often work in a very separated academic world, thus ignoring the actual problems that professionals face in actual firms. Being both a scholar and a practitioner, the author highlights the common challenges likely to be faced by change agents when facilitating organizational change: recognizing the readiness of the involved people to change, their skill mismatch, their previous change history, and the level of cynicism. A fully reflective change agent must consider these factors in designing and implementing an evidence-based organizational change and development (EBOCD) initiative and change agency process if he or she wishes to achieve positive outcomes both from the organizational and the involved people's point of view.

scholarly journals Comprehensive physiotherapy management in covid-19 – a narrative review

2020 ◽  
Vol 30 (1) ◽  
pp. 38030 ◽  
Author(s):  
Deivendran Kalirathinam ◽  
Raj Guruchandran ◽  
Prabhakar Subramani
Keyword(s):  
Narrative Review ◽  
World Health ◽  
Evidence Based ◽  
The United Kingdom ◽  
Global Pandemic ◽  
Related Quality ◽  
Health Related ◽  
Novel Coronavirus ◽  
Health Organization ◽  
The Uk

The 2019 novel coronavirus officially named as coronavirus disease 2019 (COVID-19) pandemic by the World Health Organization, has spread to more than 180 countries. The ongoing global pandemic of severe acute respiratory syndrome coronavirus, which causes COVID-19, spread to the United Kingdom (UK) in January 2020. Transmission within the UK was confirmed in February, leading to an epidemic with a rapid increase in cases in March. As on April 25- 2020, there have been 148,377 confirmed cases of COVID-19 in the UK and 20,319 people with confirmed infection have died. Survival of critically ill patients is frequently associated with significant functional impairment and reduced health-related quality of life. Early physiotherapy and community rehabilitation of COVID-19 patients has recently been identified as an essential therapeutic tool and has become a crucial evidence-based component in the management of these patients. This comprehensive narrative review aims to describe recent progress in the application of physiotherapy management in COVID 19 patients. Assessment and evidence- based treatment of these patients should include prevention, reduction of adverse consequences in immobilization, and long-term impairment sequelae. A variety of techniques and modalities of early physiotherapy in intensive care unit are suggested by clinical research. They should be applied according to the stage of the disease, comorbidities, and patient’s level of cooperation.

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