Divergent acceptance of change in a public health organization

Abstract

Purpose

The purpose of this paper is to explore the way in which health professional (HP)‐based subcultures interpret reform‐based changes.

Design/methodology/approach

A three‐phase study is carried out using thematic analysis to examine data from semi‐structured interviews held with 19 HPs to examine their responses to change. Also, responses from 639 self‐completion questionnaires and focus group interviews with 44 women provide insight into the influence of the change on end‐users of the service.

Findings

This study extends previous work through inductive examination of the interpretations of two subcultures, which reveal that acceptance of the strategic change objective is subsequently undermined by divergence in the way members of the subcultures interpret and seek to enact change – a divergent acceptance.

Research limitations/implications

The findings result from a single case‐study healthcare setting. Future studies can extend the research to other settings.

Practical implications

The insight into the way HP‐based subcultures interpret reform‐based changes may advance the public service that these health care organisations strive to provide; much more broadly, it may advance the understanding of change.

Originality/value

This paper shows that any significant change must accommodate existing assumptions and values and the way they colour the interpretation and enactment of change, even when agreement on superordinate objectives exists.

Citation

Brunton, M. and Matheny, J. (2009), "Divergent acceptance of change in a public health organization", Journal of Organizational Change Management, Vol. 22 No. 6, pp. 600-619. https://doi.org/10.1108/09534810910997023