Mission Possible? How divisional leaders reassemble change initiatives to develop change capacity

2018 ◽  
Vol 2018 (1) ◽  
pp. 14229
Author(s):  
Monica Rydland ◽  
Inger G. Stensaker
Keyword(s):  
Change Initiatives ◽  
Change Capacity

scholarly journals Exploring Local Initiatives to Improve the Work Environment: A Qualitative Survey in Swedish Home Care Practice

2021 ◽  
pp. 108482232098693
Author(s):  
Christofer Rydenfält ◽  
Roger Persson ◽  
Inger Arvidsson ◽  
Charlotte Holgersson ◽  
Gerd Johansson ◽  
...  
Keyword(s):  
Home Care ◽  
Work Environment ◽  
Gender Equality ◽  
Musculoskeletal Disorders ◽  
Work Organization ◽  
The Elderly ◽  
Care Practice ◽  
Change Initiatives ◽  
Increased Risk ◽  
Local Initiatives

Home care for the elderly constitutes a large and growing part of the social welfare system. Though, home care work is associated with a number of work environment-related challenges, including an increased risk for injuries, musculoskeletal disorders, high levels of sick leave and staff turnover, as well as stress and high workload, research is sparse. The present study explores local initiatives to improve the work environment initiated by the home care organizations themselves, and asks whether or not these initiatives affected gender equality. A qualitative web survey was sent to Swedish home care organizations, with open questions about change initiatives intended to have a positive effect on the work environment. There is an impressive amount of local work environment-related change initiatives going on. 80 categories of change initiatives were identified in answers from 178 units. However, these change initiatives were seldom evaluated or made accessible to stakeholders outside the organization. Main themes were concerned with work organization, digitalization, and planning, which largely follows trends in society (ie, digitalization, teamwork), rather than the actual needs identified by research (eg, musculoskeletal disorders). Despite apparent gender-related challenges, little of the work was associated with gender equality. The results indicates that there is a huge learning potential as the identified initiatives can serve as inspiration for others. However, to fully take advantage of these type of initiatives, more systematic evaluations are required.

The BOHICA syndrome: a symptom of cynicism towards change initiatives?

2002 ◽  
Vol 11 (7) ◽  
pp. 347-356 ◽  
Author(s):  
Julia Connell ◽  
Peter Waring
Keyword(s):  
Change Initiatives

scholarly journals Using Participatory Approaches to Enhance Women’s Engagement in Natural Resource Management in Northern Ghana

2021 ◽  
Vol 13 (13) ◽  
pp. 7072
Author(s):  
Peter Cronkleton ◽  
Kristen Evans ◽  
Thomas Addoah ◽  
Emilie Smith Dumont ◽  
Mathurin Zida ◽  
...  
Keyword(s):  
Social Learning ◽  
Smallholder Farmers ◽  
Knowledge Exchange ◽  
Northern Ghana ◽  
Participatory Action ◽  
Change Initiatives ◽  
Decision Making Processes ◽  
Over Exploitation ◽  
Multi Stakeholder ◽  
Multi Phase

From 2016–2019, the West African Forest-Farm Interface (WAFFI) project engaged with smallholder farmers in northern Ghana to explore mechanisms to improve the influence of under-represented peoples, particularly women, in decision-making processes and platforms that affect their access to natural resources. Through a multi-phase process of participatory activities, including auto-appraisal, participatory action research (PAR) and facilitated knowledge exchange, villagers and researchers worked together to document and develop a better understanding of the challenges and changes facing women and men in the region to generate social learning. Among these challenges, the degradation of forest resources due to over exploitation, weak governance and conflict of use over shea trees (Vitellaria paradoxa) were particularly important for women. The WAFFI approach created a scaffold for social learning that strengthened the capacity of local stakeholders to share their perspectives and opinions more effectively in multi-stakeholder forums and dialogue related to resource use and land use change initiatives.

Changes in commitment to change among leaders in home help services

2015 ◽  
Vol 28 (3) ◽  
pp. 216-227 ◽  
Author(s):  
Kristina Westerberg ◽  
Susanne Tafvelin
Keyword(s):  
Organizational Change ◽  
Structured Interviews ◽  
Change Initiatives ◽  
Commitment To Change ◽  
Content Type ◽  
Team Meetings ◽  
Home Help ◽  
Home Help Services ◽  
One Year ◽  
Over Time

Purpose – The purpose of the this study was to explore the development of commitment to change among leaders in the home help services during organizational change and to study this development in relation to workload and stress. During organizational change initiatives, commitment to change among leaders is important to ensure the implementation of the change. However, little is known of development of commitment of change over time. Design/methodology/approach – The study used a qualitative design with semi-structured interviews with ten leaders by the time an organizational change initiative was launched and follow-up one year later. Thematic content analysis was used to analyze the interviews. Findings – Commitment to change is not static, but seems to develop over time and during organizational change. At the first interview, leaders had a varied pattern reflecting different dimensions of commitment to change. One year later, the differences between leaders’ commitment to change was less obvious. Differences in commitment to change had no apparent relationship with workload or stress. Research limitations/implications – The data were collected from one organization, and the number of participants were small which could affect the results on workload and stress in relation to commitment to change. Practical implications – It is important to support leaders during organizational change initiatives to maintain their commitment. One way to accomplish this is to use management team meetings to monitor how leaders perceive their situation. Originality/value – Qualitative, longitudinal and leader studies on commitment to change are all unusual, and taken together, this study shows new aspects of commitment.

scholarly journals Culture Change Initiatives in High Medicaid Nursing Homes: Does Time of Adoption Make a Difference?

2020 ◽  
Vol 4 (Supplement_1) ◽  
pp. 22-23
Author(s):  
Latarsha Chisholm ◽  
Akbar Ghiasi ◽  
Justin Lord ◽  
Robert Weech-Maldonado
Keyword(s):  
Nursing Home ◽  
Nursing Homes ◽  
Culture Change ◽  
Fixed Effects ◽  
Ethnic Disparities ◽  
State Level ◽  
Change Initiatives ◽  
Term Care ◽  
Star Rating ◽  
Racial Ethnic

Abstract Racial/ethnic disparities have been well documented in long-term care literature. As the population ages and becomes more diverse over time, it is essential to identify mechanisms that may eliminate or mitigate racial/ethnic disparities. Culture change is a movement to transition nursing homes to more home-like environments. The literature on culture change initiatives and quality has been mixed, with little to no literature on the use of culture change initiatives in high Medicaid nursing homes and quality. The purpose of this study was to examine how the involvement of culture change initiatives among high Medicaid facilities was associated with nursing home quality. The study relied on both survey and secondary nursing home data for the years 2017-2018. The sample included high Medicaid (85% or higher) nursing homes. The outcome of interest was the overall nursing home star rating obtained from the Nursing Home Compare Five-Star Quality Rating System. The primary independent variable of interest was the years of involvement in culture change initiatives among nursing homes, which was obtained from the nursing home administrator survey. The final model consisted of an ordinal logistic regression with state-level fixed effects. High-Medicaid nursing homes with six or more years in culture change initiatives had higher odds of having a higher star rating, while facilities with one year or less had significantly lower odds of having a higher star rating. Culture change initiatives may require some time to effectively implement, but these initiatives are potential mechanisms to improve quality in high Medicaid nursing homes.

Communicate belonging? Duoethnography of an organisational change study

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Ivana Crestani ◽  
Jill Fenton Taylor
Keyword(s):  
Change Management ◽  
Sense Of Belonging ◽  
Management Practices ◽  
Organisational Change ◽  
Change Initiatives ◽  
Content Type ◽  
Inclusive Language ◽  
Employee Resistance ◽  
Practical Implications

PurposeThis duoethnography explores feelings of belonging that emerged as being relevant to the participants of a doctoral organisational change study. It challenges the prolific change management models that inadvertently encourage anti-belonging.Design/methodology/approachA change management practitioner and her doctoral supervisor share their dialogic reflections and reflexivity on the case study to open new conversations and raise questions about how communicating belonging enhances practice. They draw on Ubuntu philosophy (Tutu, 1999) to enrich Pinar's currere (1975) for understandings of belonging, interconnectedness, humanity and transformation.FindingsThe authors show how dialogic practice in giving employees a voice, communicating honestly, using inclusive language and affirmation contribute to a stronger sense of belonging. Suppressing the need for belonging can deepen a communication shadow and create employee resistance and alienation. Sharing in each other's personal transformation, the authors assist others in better understanding the feelings of belonging in organisational change.Practical implicationsPractitioners will need to challenge change initiatives that ignore belonging. This requires thinking of people as relationships, rather than as numbers or costs, communicating dialogically, taking care with language in communicating changes and facilitating employees to be active participants where they feel supported.Originality/valueFor both practice and academy, this duoethnography highlights a need for greater humanity in change management practices. This requires increasing the awareness and understanding of an interconnectedness that lies at the essence of belonging or Ubuntu (Tutu, 1999).

Sign in / Sign up

Export Citation Format

Share Document