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.

Creating a Culture of Wellness in Residency.

Abstract: Despite increased awareness and recognition of the prevalence of physician burnout and the associated risks of depression and suicide, there is a paucity of actionable guidelines for residency programs to mitigate these risks for their residents. In this Invited Commentary, the authors acknowledge that, although there are inherent barriers to resident wellness, there are numerous modifiable barriers that present opportunities for programs to enable culture change and improve resident well-being. The authors frame the discussion with a personal narrative written by a resident in their internal medicine program who experienced burnout, depression, and suicidality during his intern year. They aim to inspire residency programs and hospital leadership to identify and intervene upon the modifiable barriers to wellness for residents in their programs in order to shape meaningful cultural change.

Communicating culture change: HRM implications for public sector organizations

Abstract: Using a case study of a large public sector department the relationship between communication and change in a public sector department and the human resource implications of that relationship are considered Senior administrators of the department signified their intention to change the culture from one that was considered to be bureaucratic, technically oriented and inward-looking to one more outward-looking, continually learning, more relationship-oriented internally and inclusive of broader 'whole of government' objectives such as commercialization, the environment, social justice and community relations Findings from the research indicate that, despite an objective of shifting to a state of continual change with the mode of communication becoming two-way and dialogic, the communication mechanism has faltered due to a failure to address the need of lower-level staff for a set vision and stated future direction Implications of these findings are drawn for public sector organizations in general

Consistent Assignment of Nursing Staff to Residents in Nursing Homes: A Critical Review of Conceptual and Methodological Issues

Abstract: Many national organizations consider consistent assignment of nursing staff to residents in nursing homes an important strategy for improving quality of care and quality of life for residents (Advancing Excellence, 2012; American Health Care Association, 2012; Koren, 2010b; Leavitt, 2006; Pioneer Network, 2011; Quality Partners of Rhode Island, 2004), and some states have even included consistent assignment as target goals in their pay for performance programs (Colorado Department of Health Care Policy and Financing, 2011; Commonwealth of Massachusetts Office of Health and Human Services, 2012). Furthermore, consistent assignment is a central strategy in the culture change movement, a national effort to improve nursing home environments by transforming traditional, institutional culture to one that is home like, where residents are able to receive person-centered care according to their preferences and customary routines (Doty, Koren, & Sturla, 2008; Koren, 2010a; Pioneer Network, 2011). Culture change advocates believe consistent assignment fosters strong, trusting relationships between staff and residents and enhances ability of staff to better “know” residents, their needs and preferences, and to provide care in meaningful and person-centered ways (Advancing Excellence, 2012; Koren, 2010a; Pioneer Network, 2011). The practice of consistent assignment of nursing staff to residents has intuitive appeal, and anecdotal reports suggest that it leads to better quality of care outcomes, stronger relationships between staff and residents, and a more stable and committed workforce (Albright, 2009; Farrell & Frank, 2007; Farrell, Frank, Brady, McLaughlin, & Gray, 2006; Kaldy, 2011; Rahman, Straker, & Manning, 2009). However, research demonstrates an inconsistent link between consistent assignment and outcomes, with studies demonstrating improvements, as well as not changing, and even worsening outcomes. A recent review of consistent assignment outcomes noted methodological limitations may be influencing this inconsistency (Rahman et al., 2009). In order to explore reasons for varied results and advance the state of the science, it is necessary to have a thorough understanding of conceptual and methodological inconsistencies found in this research. The purpose of this review is to summarize and critique the conceptual and methodological inconsistencies in research on consistent assignment. This review will answer two questions: 1. How has consistent assignment been conceptualized and defined in research? 2. What are the methodological limitations in current research on consistent assignment that may contribute to inconsistencies in outcomes?

Designer Deviance: Enterprise and Deviance in Culture Change Programmes

Abstract: This article explores the value of investigating cultural change programmes as exercises in engineering deviance. It does so through a case study of an organizational development cultural change pr...

Breaking through the glass wall: the experience of being a woman enterprise leader

Abstract: This article describes the results of a phenomenological study undertaken to understand the meaning of the experience of being a woman enterprise leader. The experience of women is challenging due to an imbalance in the representation of female executives, barriers to advancement and disconnects in development strategies. In-depth interviews were conducted with 12 participants resulting in five essential themes that provide deeper insights into this experience. The five themes present across all enterprise leadership positions and industries. They are: (1) driven by a desire to control their destiny; (2) aspire to leadership positions with impact; (3) achieve influence through a connect-and-collaborate style; (4) initiate culture change while staying focused on results and (5) apply self-knowledge and resiliency to address challenges. The findings provided further clarity on how women approached their careers and lives, the roles of the enterprise leader, the manner in which women led and managed and the ...