Managing major service and infrastructure transitions: A comparative study of UK, US and Canadian hospitals

old hospital ward at xmas 2
 
 
 

Managing major service and infrastructure transitions: A comparative study of UK, US and Canadian hospitals

‘Transformational change’ changes the basic character of an organisation – how it is structured, how it relates to its external environment and how its members perceive, think and behave in relation to work. It requires employees to replace the way they make ‘sense’ of the organisation and its processes. Danielle Tucker Jane Hendy and I have explored how this takes place in hospitals undergoing major change programmes.

In collaboration with the US ‘Pebble’ programme, a national knowledge transfer programme on innovative design in healthcare facilities, we chose three examples of hospitals reconfiguring the way they deliver healthcare service delivery in conjunction with the construction of a brand new hospital. The chosen cases – Pembury hospital, in the UK, Virtua Voorhees in the USA, and the Royal Jubilee Hospital in Canada – each involved the construction of a similar sized hospital and a move to their new facilities over approximately the same time period. Each was moving from a ward-based model to single patient rooms, necessitating a rethink in the processes for delivering care. Different approaches to planning and managing the transitions were adopted in each hospital, and the research is exploring the generic lessons for planning and managing major health infrastructure projects.

Focusing on members of those hospitals who have key roles in the transition process, we investigated how they develop new ‘sensemaking’ in order to understand the change and enact their role, and how they align their sensemaking with other organisational members, particularly senior management.

Report:

Barlow J, Hendy J, Tucker D (2015) Managing major service and infrastructure transitions: A comparative study of UK, US and Canadian hospitals. World Health Design, December, 38-51.

Other related publications:

Tucker D, Hendy J, Barlow J (2016) The dynamic nature of social accounts: An examination of how interpretive processes impact on account effectiveness. Journal of Business Research 69: 6079-6087. http://dx.doi.org/10.1016/j.jbusres.2016.06.014

Tucker D, Hendy J, Barlow J. (2015) The importance of role sending in the sensemaking of change agent roles. Journal of Health Organization and Management 29(7), 1047-1064. http://dx.doi.org/10.1108/JHOM-12-2013-0279.

Tucker D, Hendy J, Barlow J. (2014) When infrastructure transition and work practice redesign collide. Journal of Organizational Change Management 27(6), 955-972. DOI: 10.1108/JOCM-09-2013-0173.

 

 

 

 

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