172x Filetype PPTX File size 1.02 MB Source: bccare.ca
2 REALIZING CHANGE Why is it so difficult to achieve “radical” (transformative) change? 3 The structure of the health care system… 4 Can we realize change in such a large and complex system? What ability do you as an “organizational actor” have… to make system level change happen… relative to the role of other players in the organizational context… and the interaction between multiple structural elements (organizational structures, hierarchies, mandate letters, budgets, agreements etc)? 5 Competing interests, pressures and dynamics? 6 Assessing commitment to change • Status quo commitment of key dominant groups to prevailing institutional template in use • Indifferent commitment with key dominant groups neither committed nor opposed • Competitive commitment by key dominant groups to different templates • Reformative commitment in which key dominant groups are against current template in use and prefer an articulated alternative (situation required for “radical” change)
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