I recently had some change management research published in the Development and Learning in Organizations: An International Journal 1–4. along with Dr. Wayne Graham.
This paper presents a discussion and model for measuring organizational change impact through widening perspectives on change processes.
This paper is based on a mixed-method inductive case study of a regional Queensland hospital forced to restructure operations and organization due to a significant site and services expansion.
Measuring the impact of change on stakeholders is often an afterthought, with preference given to the execution and planning of organizational change models. The impact of change on stakeholders can reveal negative effects on organizational performance, staff engagement, and change success. These negative outcomes may be mitigated by adopting a broad scope to change management that allows for impact measurements, flexible change model adoption, execution, and iterative feedback that is spread throughout the change process.
A single case study limits analytical generalizability. The theoretical framework presented requires validation across diverse organizational settings. Future research could investigate applicability in varied organizational structures and change scenarios.
Findings suggest that employing approaches to change, like the one presented, may increase change success and mitigate negative organizational change impact. This is particularly critical in healthcare, where staff and patient well-being are paramount to planned organizational change success.
Findings suggest that employing broad change management models, like the one presented, may increase change success and mitigate negative organizational change impact. This is particularly critical in healthcare, where staff and patient well-being are paramount to planned organizational change success.
This paper addresses an identified gap in the literature regarding change measurement, specifically within healthcare and large institutional forced expansion contexts. We propose using an accessible model that integrates change management steps that move beyond the boundaries of traditionally rigid and limiting planned organizational change approaches.
References
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