Learning While Doing in the Human Services: Becoming a Learning Organization Through Organizational Change

Kerman, Benjamin; Freundlich, Madelyn; Lee, Judy M.; Brenner, Eliot

doi:10.1080/03643107.2011.573061

Cited by 23 publications

(12 citation statements)

References 16 publications

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“…Specifically, organizational innovation is a process through which organizations identify new opportunities to improve their performance by utilizing existing knowledge, seek new knowledge, make revisions, and implement necessary changes (Subramaniam & Youndt, 2005). Without innovation, organizations do not remain adaptive and responsive to external and environmental changes (Austin, 2008;Bess, Perkins, & McCown, 2010;Kerman, Freundlich, Lee, & Brenner, 2012). Most of the organizational learning literature examines how private sector organizations change and survive in response to environmental changes.…”

Section: Introductionmentioning

confidence: 98%

Exploration, Exploitation, and Public Sector Innovation: An Organizational Learning Perspective for the Public Sector

Choi

Chandler

2015

Human Service Organizations Management, Leadership & Govern

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Innovation in the public sector has long been criticized for its failure to fulfill expectations of higher efficiency and better service. Scholars have reported disappointing results in implementing successful innovations. In this article, we develop a conceptual framework that emphasizes organizations' capacity to maintain balance between new innovations and refinement of existing knowledge. We use the concept of exploration and exploitation, commonly applied to private organizations, to analyze public sector innovation. We explain the dynamics of government innovations in social welfare policy in terms of a balance between the two modes of organizational learning and the challenges of balancing them.

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Section: Introductionmentioning

confidence: 98%

Exploration, Exploitation, and Public Sector Innovation: An Organizational Learning Perspective for the Public Sector

Choi

Chandler

2015

Human Service Organizations Management, Leadership & Govern

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“…Austin (2004) and others described over 20 cases of changing public human service agencies, with many based on the new expectations of the federal welfare reform legislation of 1996. Kerman et al (2012) presented a case of organizational change and organizational learning in the design of a new service delivery system, highlighting 12 strategies, including setting a course and revising as needed, getting input from all levels of staff, training and coaching staff on new practices, and sharing data on progress.…”

Section: Organizational Changementioning

confidence: 99%

Implementing Services Integration and Interagency Collaboration: Experiences in Seven Counties

Packard

Patti

Daly

et al. 2013

Administration in Social Work

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This study discusses how human service agencies implemented systems to improve service coordination through structural integration or interagency collaborative service delivery systems. Findings identified integration and change leadership principles, including clear processes to implement a powerful vision, a strongly committed executive team, stakeholder involvement, and aggressive marketing of the goals.

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“…A qualitative case study of an information technology implementation (Lyons & Winter, 2010) focused mainly on the content of the implementation rather than on change tactics. In a qualitative case study, Kerman, Freundlich, Lee, and Brenner (2012) made several recommendations regarding change tactics. Other descriptive case studies (e.g., Amodeo, Ellis, Hopwood, & Derman, 2007;Medley & Akan, 2008;Ramos, 2007;Whittaker et al, 2006) focused mainly on the content of the change, with occasional recommendations regarding the use of change tactics.…”

Section: Background and Literature Reviewmentioning

confidence: 99%

Organizational change tactics in a homeless services agency

Packard

2019

Nonprofit Mgmnt & Ldrshp

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There is a vast literature on organizational change, but research on a key aspect of organizational change, the tactics used by change leaders, is limited. To address this gap, a questionnaire assessing the use of organizational change tactics has been used to allow an organization's staff to describe an organizational change initiative they had experienced. This study also included an interview with the agency's director of programs, an interview with two other staff, document analysis, and pre–post client outcome data. Findings showed the extent to which these tactics were observed and were seen as useful in achieving the change goal, offering guidance for change leaders considering organizational change tactics, and for researchers by advancing methods for studying organizational change. Results were also contrasted with those of an earlier study to identify common themes.

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Learning While Doing in the Human Services: Becoming a Learning Organization Through Organizational Change

Cited by 23 publications

References 16 publications

Exploration, Exploitation, and Public Sector Innovation: An Organizational Learning Perspective for the Public Sector

Exploration, Exploitation, and Public Sector Innovation: An Organizational Learning Perspective for the Public Sector

Implementing Services Integration and Interagency Collaboration: Experiences in Seven Counties

Organizational change tactics in a homeless services agency

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