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.

Implications for Policy: The Nursing Home as Least Restrictive Setting

Abstract: The culture change movement has emerged as an answer to a public policy challenge: How can a nursing home, as a facility providing services under one roof to unrelated individuals with disabilities, ensure that every resident “attains and maintains his or her highest practicable level of physical, mental and psycho-social wellbeing” (Omnibus Budget Reconciliation Act, 1987)? And can a nursing home simultaneously become “the most integrated setting appropriate to the needs of qualified individuals with disabilities” as required by the regulations carrying out the Supreme Court’s 1999 decision in Olmstead v. L.C. (U.S. Administration for Community Living, 2013)? Care for persons with disabilities in the least restrictive setting is so important that public policy has moved ahead to support resident-centered care in nursing homes even though the evidence base concerning culture change is still developing. As the Introduction to this supplement notes, “the train has left the station” (Zimmerman, Shier, & Saliba, 2014). Policy champions situated at state and federal levels are persuaded by the concept and have set in motion a number of policy initiatives to foster culture change. At the Federal level, the Centers for Medicare & Medicaid Services have pursued efforts to encourage culture change through changes in survey and certification requirements for Medicaid, inclusion of resident experience in the latest Minimum Data Set instrument, and dissemination of organizational transformation through the Eighth Statement of Work contract for state Quality Improvement Organizations. The Administration for Community Living Long-Term Care Ombudsman Program promotes personcentered practices for residents of long-term care facilities in a manner aligned with culture change efforts. States have pursued a variety of avenues to foster person-centered services in nursing homes (Stone & Bryant, 2013). They have used statutory or regulatory authority to flex rigid, traditional nursing home regulation that can impede culture change; enabled state officials’ participation in coalitions and working groups facilitating the diffusion of culture change models (Beck, Gately, Lubin, Moody, & Beverly, 2014); and supported technical assistance activities to spark and sustain implementation. Some states have developed payfor-performance payment systems for Medicaid nursing home care that encourage adoption of elements of resident-centered care (Miller et al., 2013). Although not funded or implemented, demonstrations of nursing home culture change were included in the Patient Protection and Affordable Care Act at §6114 (Hawes, Moudouni, Edwards, & Phillips, 2012; Wells & Harrington, 2013). Although policy supporting person-centered care has moved forward, scholars are simultaneously developing an evidence base to evaluate impact, understand adoption patterns, and guide implementation strategies for the culture change concept. The policy questions implicit in this research are first, whether culture change as currently defined and implemented provides outcomes better than the outcomes of standard practice, making it worthy of public policy support; and second, if so, how can public policy encourage adoption and implementation of residentcentered nursing home care. After examining how the diverse collection of studies and reviews in

The importance and influence of middle management onorganisational culture change - an action research study

Abstract: This doctoral thesis explores the influence of middle management on cultural change processes in organisations. An action research strategy in a medium-sized organisation that was facing broad structural and cultural change was adopted. It is well-documented in the literature that the position top management takes with respect to cultural change is of high importance for successful change. At the same time, the role of middle management seems to have lacked attention until recently. The purpose of this work is to contribute to knowledge about middle management during such processes and to explore the roles middle-managers play within such cultural change. In addition it researches if middle managers take over the explored roles, when the organisation creates an environment that supports cultural change. Middle management is mainly discussed in the literature in the context of strategic change. In the context of organisational culture research with a middle management perspective still seems to be missing. Using a critical realist philosophical approach an action research strategy was adopted. The practical part reveals the action cycles undertaken. First, the action research cycles according to the consultancy work are presented, as they form an important basis for the parallel conducted thesis cycles. Actions and data collection methods are discussed. During the research different methods have been chosen to create an extensive picture of the development inside the organisation, and to answer the research questions: three qualitative interviews, participative observations on six occasions (workshops and meetings), as well as two quantitative questionnaires (staff surveys). The findings suggest that an organisational culture change occurred in the time-span of two years and that middle management played a crucial part within this process. Several roles can be located with the role `cultural role model' as the most important one. In addition, the roles middle management play as part of strategic changes according to various literatures was in the main confirmed. These findings contribute to knowledge about middle management and help to minimise the existing gap. The results can be used to develop a model of integrating middle managers actively into the change process and using their creative potential. The thesis finishes with recommendations, not only for further research but also concerning practical considerations. Furthermore, limitations of this research work are outlined.

Living a distributed life: multilocality and working at a distance

Abstract: In the last few years, new collaboration and communication technologies have led to a deterritorialization of work, allowing for the rise of new work- and lifestyles. In this article, I use my own transition from the life of a corporate researcher to that of a multilocal mobile consultant for tracking some of the patterns I see in a changing cultural and economic environment where work and workers are no longer tied to a specific place of work. My main interest lies in identifying some of the behavioral shifts that are happening as people are caught up in and attempt to deal with this changing cultural landscape. Writing as a knowledge worker who now moves regularly from a work–home place in the Silicon Valley of California to another in the tropical lowlands of Costa Rica, I use my personal transition as a lens through which to trace new, emergent patterns of behavior, of values, and of social conventions. I assess the stresses and joys, the upsides and downsides, the challenges and rewards of this work- and lifestyle and identify strategies for making such a life successful and rewarding. Throughout, there emerges an awareness of the ways in which the personal patterns described reflect wider trends and cumulatively illustrate global transformation of workscapes and lifescapes. These types of local patterns in fact constitute the on-the-ground material reality of global processes that initiate and sustain widespread culture change and emergent societal transformations.

Knowledge Management through Organizational Culture Change

Abstract: A dynamic model serving as a tool for implementation of experiences of organizational culture change is suggested. It is aimed at providing effective knowledge management (KM) of employees. Dynamics of the model are expressed by a change of its parameters. It is adjusted to the dynamic process of implementing experiences. Building the model includes elaboration and integration of interconnected components. The “Result” is a central component of the model. This component determines a desired organizational goal and possible directions of its attainment. The “Confront” component engenders constructive confrontation in an organization. For this reason, the employees are prompted toward KM culture change with the purpose of attaining the desired result. The “Assess” component realizes complex assessments of employee proposals by management and peers in order to obtain the desired result. The “Reward” component sets the order of assigning rewards to employees based on the assessments of their proposals directed towards attaining the desired result in an organization.

Open government: From crown copyright to the creative commons and culture change

Abstract: Open government has long been advocated as an antidote to corruption and as an essential element in democracy. The concept of open government can be used in various contexts and has a variety of meanings. It is perhaps unwise to randomly 'Google' the phrase because that is likely to lead to infinite discussions about conspiracies and failure to release UFO files. In the legal and political science literature, openness and transparency are often discussed in relation to broad concepts of accountability and the responsiveness of governments to public participation in decision-making. Public participation in government may involve a range of levels of involvement from transparency (the supply of information to the public), or invitations to the public to supply information and be involved in consultation, through to full participation in the decision-making process with televoting. In this article I will focus my discussion upon access to documents that record government activity and a broader range of information created, collected, received, held or funded by government, which is referred to as public sector information.