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Pettigrew change theory in healthcare

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Sign In or Create an Account. Sign In. Advanced Search. Search Menu. Article Navigation. Close mobile search navigation Article Navigation. Volume Article Contents Abstract. Journal Article. Organizational change theory: implications for health promotion practice. E-mail: dimitri. Oxford Academic. Cameron Duff. Ben J. Select Format Select format. Permissions Icon Permissions. Abstract Sophisticated understandings of organizational dynamics and processes of organizational change are crucial for the development and success of health promotion initiatives.

Table 1: Summary of key perspectives on organizational change. Explanatory factors. Change strategy. As such causal relations can be analyzed. Change initiatives need to destabilize the status quo, implement the alternative and restabilize the environment. The implementation process involves research and performs a learning function. Create the appropriate conditions for sustained change to occur through a group process of trial and error until an appropriate fit is found.

Everett Rogers Messages about new ideas are communicated within an organization and this brings about uncertainty. An organization's propensity for innovation relates to structural factors within the organization, characteristics of individuals and external factors in the environment. Innovations follow a sequential course within organizations, and attention to each stage is required for an innovation can fail before it has begun to diffuse.

Organizational environments with a propensity towards defending existing norms have different capacity for learning and growth compared with organizational environments that are open and reflective. Edgar Schein Culture can be observed and studied through the behaviour of groups and their beliefs, values and assumptions. The culture of the organization determines its actions. Culture is formed over time through shared experiences within groups. To embed a change it needs to become cultural.

Repeated experiences of success or failure for a group undertaking an action will lead to them forming an assumption about the value of that action.

Values, beliefs and behaviours in support of that action indicate that it has become part of the culture of the group. Andrew Pettigrew, Ewan Ferlie and Lorna Mckee The degree to which a public sector institution is amenable to change depends on a combination of variables that are associated with the process and setting for change. These include quality and coherence of policy, availability of key people leading change, long-term environmental pressure, supportive organizational culture, effective managerial-clinical relations, cooperative inter-organizational networks, simplicity and clarity of goals and priorities, and fit between the district's change agenda and its locale.

Use the variables identified as part of a criteria for selecting settings that are likely to be receptive to change, and within those settings identify and manipulate the variables that are not static. Open in new tab. Size Size of the organization is related to propensity for innovation, generally the larger the organization the more innovative. Centralization Centralization in an organization involves the concentration of power to a few individuals; this has a negative effect on how innovative an organization is.

However, centralization can encourage the implementation of an innovation once a decision has been made to adopt. Complexity Complexity is the degree to which an organization's team members have a range of specialties and high level of knowledge and expertise.

This is positive for the valuing of innovations, but consensus about implementation can become a challenge with complexity. Formalization Formalization through rules and procedures makes an organization bureaucratic; this acts as an inhibitor for organizations to consider innovations but encourages the implementation. Interconnectedness Interconnectedness involves groups and individuals within an organization being interpersonally linked; new ideas can flow more easily in organizations that have higher degrees of network interconnectedness.

This may be something that larger organizations have more freely available; therefore, there is more opportunity to be able to focus on innovation. Open in new tab Download slide.

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Dr. Roderic Pettigrew: A Decade of Innovation for Health

Webchange (Pettigrew and Whipp ). A source of change is the asymmetries between levels of context, where processes at different levels of analysis are often observed to have their own momentum, rates, pace and trajectory. Thus the rate and trajectory of change in an industrial sector characterised by significant boundary changes may be. WebFeb 28, This chapter presents a number of theories on the implementation of innovations and change in clinical practice, ordered in four categories: theories that . WebFeb 21, This is also apparent in his research into change in the British National Health Service (Pettigrew et al. ), where he develops the concept of a receptive .