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Culture change

About: Culture change is a research topic. Over the lifetime, 1531 publications have been published within this topic receiving 41922 citations. The topic is also known as: cultural change & culture changes.


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Journal ArticleDOI
TL;DR: In this paper, the authors draw insights from over 60 interviews with select committee chairs, members and staff to gain insight into their perspectives on evidence diversity and the potential of mini-publics to promote this.
Abstract: Select committees play an important role in scrutinising government policy. They have come under increasing pressure to seek evidence for their inquiries—including both formal and informal evidence—from a wider range of stakeholders. Two particular pressures can be observed within this trend. First, committees are expected to show commitment to hearing from a more diverse set of stakeholders. The second pressure relates to the representativeness of those providing evidence. Consequently, they have been urged to increase public engagement. The recent Citizens’ Assembly into adult social care points to one mechanism for engaging a ‘mini-public’ in committee inquiries. Due to their use of random and stratified sampling to recruit participants, mini-publics could diversify the evidence base and facilitate public scrutiny of the committees. However, we know little of what committee members and staffs think about these issues. In this article, we draw insights from over 60 interviews with select committee chairs, members and staff to gain insight into their perspectives on evidence diversity and the potential of mini-publics to promote this. We find that traditional approaches to inquiries are still favoured. While mini-publics are seen as a solution to the failings of current approaches to public engagement, this is for instrumental reasons, meaning that they are only valued in particular circumstances. Ultimately, further culture change is required if committee inquiries are to move substantially beyond the traditional approach.

13 citations

Book ChapterDOI
11 Feb 2003
TL;DR: In this article, a framework is presented for creating lasting organizational change that incorporates an appreciation for chaos theory, and the underlying organizational dynamics that defeat planned change efforts are examined through the unique perspective of Grendel's mother (from the Old English prose poem, “Beowulf”).
Abstract: The study and successful application of organizational change strategies is assuming an increasingly timely relevance in this era of rapid change and increased pressures for competitiveness. Organizational change, whether focused on people, structure, processes, or technology, is inextricably linked with culture change. Much of the practitioner-oriented literature on organizational change treats culture as a tool that can be controlled, manipulated, and integrated by a senior management team and consultants. This paper draws upon lessons learned from cultural anthropology and organizational theory and offers a more complex view that takes into account the strength of organizational subcultures. A framework is presented for creating lasting organizational change that incorporates an appreciation for chaos theory. Secondly, the underlying organizational dynamics that defeat planned change efforts are examined through the unique perspective of Grendel's mother (from the Old English prose poem, “Beowulf”). Grendel's mother provides a provocative image to heighten awareness of the dynamics of organizational life that defeat change efforts. The role of the change agent is explored as Beowulf with a ‘realpolitik’ perspective. Two examples from organization development fieldwork (a failed effort and a successful change program) illustrate the power of chaos theory, the force of Grendel's mother, and the role of Beowulf in planned change programs. By combining theory and practice, this paper seeks to facilitate the dialogue between academics and practitioners about creating lasting organizational change.

13 citations

17 Nov 2004
TL;DR: In this article, a critical review of partnering and alliancing approaches is presented, followed by a review of how the change in procurement culture towards sustainable business relationships benefits different parties in the industry and has the potential to achieve empowerment and regional development despite, or maybe because, the global perspective of the key players.
Abstract: Successful sustainable relationships rely on relational forms of exchange characterised by high levels of trust but it is generally accepted that the construction industry has a stronger preference for distrust rather than the full benefits of cooperations (Wood and McDermott, 1999). There is a need for culture change to bring about increased cooperation between parties on a long-term basis. However, this trust must be developed across cultures with different values and mores and this presents a unique and complex problem when taken in the context of the temporary multi-organisations which are endemic in the construction industry. With relational contracting, based on sustainable relationships and trust, a win-win situation can be created for both the client and contractor. The development of trust between organisations is seen as a function of the length of the relationships between them (Bresnen and Marshall, 2000). It is also commonly believed that the construction industry is one which requires lots of trust between participants due to the high uncertainty in the industry. This paper aims to look at how procurement methods are changing and moving towards sustainable procurement forms through a relational contracting approach in a global context. A critical review of partnering and alliancing approaches will be presented, followed by a review of how the change in procurement culture towards sustainable business relationships benefits different parties in the industry and has the potential to achieve empowerment and regional development despite, or maybe because of, the global perspective of the key players. This review is based on research being undertaken in Queensland, Australia but has general applicability.

13 citations

Journal ArticleDOI
TL;DR: The authors explored control and resistance in the UK further education (FE) sector by examining senior college managers' attempts to engineer culture change and analysing lecturers' resistance to such measures.
Abstract: Purpose – The purpose of this paper is to explore control and resistance in the UK further education (FE) sector by examining senior college managers’ attempts to engineer culture change and analysing lecturers’ resistance to such measures.Design/methodology/approach – Data were derived from interviews with managers and lecturers in two English FE colleges and the analysis of college documents. Interview data were analysed thematically using NVIVO software.Findings – It was found that college managers sought to build consent to change among lecturers based on values derived from “business‐like” views. Culture change initiatives were framed within the language of empowerment but lecturers’ experiences of change led them to feel disempowered and cynical as managers imposed their view of what lecturers should be doing and how they should behave. This attempt to gain control of the lecturers’ labour process invoked the “Stepford” lecturer metaphor used in the paper. Paradoxically, as managers sought to create...

13 citations

Journal Article
TL;DR: The American long-term care (LTC) system, based on a medical model, regards residents as sick patients, unable to care for themselves, and several “care-models” have emerged, including the Eden Alternative, Wellspring, and Regenerative community models.
Abstract: The American long-term care (LTC) system, based on a medical model, regards residents as sick patients, unable to care for themselves. Routines are organized for the efficient operation of the facility, rather than the needs of residents. The focus of care is to treat the residents’ weaknesses, not to develop their strengths. Culture change is a movement that departs from the traditional institutionalized care model, towards “person-centered” care. This change places the residents and their direct care workers at the center of the organizational structure. Residents are allowed to determine their own care and daily experiences. Culture change promotes quality of life and quality of care. LTC facilities’ “pioneer practices” have implemented this change, and several “care-models” have emerged. The “individualized care” model helps residents return to familiar routines: residents decide what is important to them, and how they want to live out the rest of their lives. The “regenerative community” model downplays illness and builds upon residents’ strengths, helping residents flourish despite declining health. The “resident-directed care” model separates facilities into small home-like neighborhoods, with resident choice at the heart of the community. Each neighborhood has a permanently assigned, cross-trained staff team. (Table 1) The Wellspring model is based on a charter group of 11 freestanding not-forprofit homes in eastern Wisconsin (The Wellspring Alliance). This model developed in 1994 in response to managed care oversight. This model seeks both to enhance quality of resident care and to enhance the quality of work-life for staff. The Wellspring model has hired geriatric nurse practitioners, and given employees necessary skills and a voice in how their work should be performed. The Wellspring homes share staff training, comparative data on resident outcomes and multidisciplinary resource teams. 5 The Eden Alternative is the most recognized model of successful culture change. Dr. William Thomas created The Eden Alternative in 1991 to alleviate the three “plagues” of LTC: loneliness, helplessness, and boredom. This community-centered approach seeks to “create a human habitat where life revolves around close and continuing contact with plants, animals, and children.” 2 Seeing the animals, children and gardens of an Eden facility, many onlookers erroneously equate “Edenizing” with these elements. However, “Edenizing” includes a change in philosophy. Much like resident-directed care, Eden emphasizes community and neighborhoods, with staff organized into interdisciplinary teams. The major tenets of the Eden philosophy are: 6

13 citations


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Performance
Metrics
No. of papers in the topic in previous years
YearPapers
202319
202239
202141
202052
201949
201857