Time to change: a review of organisational culture change in health care organisations

Abstract

Purpose The culture of an organization shapes the attitudes and behaviors of employees and plays a key role in driving organizational outcomes. Yet, it is enormously challenging to manage or change. The purpose of this paper is to review the recent literature on culture change interventions in health care organizations to identify the common themes underpinning these interventions. Design/methodology/approach The paper is developed from an extensive review of the literature on culture change interventions in health care from 2005 to 2015, building on previous reviews and highlighting examples of good practice. Findings All culture change interventions included in the review used processes and techniques that can be classified into Lewin’s (1951) three stage model of change. These include providing evidence for the need for change through data, a range of successful change strategies, and strategies for embedding the culture change into business as usual. Practical implications There is no “one size fits all” recipe for culture change. Rather, attention to context with key features including diagnosis and evaluation of culture, a combination of support from leaders and others in the organization, and strategies to embed the culture change are important for the change process to happen. Originality/value The authors provide an important insight into the key principles and features of culture change interventions to provide practitioners with guidance on the process within health care and other organizations.

Unintended consequence in implementation of work culture improvement program through peer-coaching in a sales and distribution center of a large multi-national high technology company

“…In this study, the peer coaching circle program mandatorily requires the participants to attend the regular coaching circle meetings. Johnson et al (2016) agreed that the intended role of the coaching circles was to reinforce the application of the behavioral dimensions by providing peer support to the trainees. However, the coaching circles transformed and developed into a different mechanism.…”

“…Of the participants, 58% wanted the meeting to continue beyond the 12 weeks, while 16% of the participants wanted to have the meeting in the future. The coaching circles had developed their unique pattern of interaction and culture (Hendry, 1996;Johnson et al, 2016). The participants wanted the circles to be a regular feature within the organization.…”

“…Miller (1994) provided possible reasons for short-term success but long-term failures. Buchanan et al (2005) and Johnson et al (2016) have reviewed the literature on change and have identified the core difficulty for sustaining change happens during the Lewin's refreezing stage of the change process.…”

Management Styles and Decision-Making: Pro-Ecological Strategy Approach

“…On the other hand, this can be a factor inhibiting the process of introducing changes to the management style [1,23]. However, there should be a good diagnosis of the organization's culture to assess which type of behavior is dominant in the organization [47]. Changes in the organizational culture and management style are possible but based on a discussion of desirable behaviors, aligned with the adopted profile of a desirable and constructive organizational culture.…”

Linking Administrators Roles in Career Programs to Proactive Behavior as a Determinant of Employees Promotion Opportunities

“…In managing career programs, administrators often implement mechanistic and humanistic changes. Mechanistic change refers to the willingness of administrators to redesign job descriptions, promote flexibilities, decentralize decision-making power and provide empowerment so that employees will have more freedom and discretion in simplifying work procedures and methods, planning work schedules based on priority and reducing decision making redtapes in meeting customers' demands and expectations (Husman, 2008;Johnson, Nguyen, Groth, Wang, & Ng, 2016). Conversely, humanistic change is often related to as administrators put a high value on employees, employees are viewed as valuable and important assets, and catalyst for transforming organizations in order to accomplish their vision and missions.…”