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A healthcare case study of team learner style and change management

Velma Lee (Lemoyne College, Syracuse, New York, USA)
Frank Ridzi (Lemoyne College, Syracuse, New York, USA)
Amber W. Lo (National University, Sacramento, California, USA)
Erman Coskun (Sakarya University, Esentepe, Turkey)

Journal of Organizational Change Management

ISSN: 0953-4814

Article publication date: 18 October 2011

Abstract

Purpose

The purpose of this paper is to explore the learner styles of a healthcare institution transition team and its respective members within a change management context. In particular we focus on the role of learner style in the success of change efforts within a team setting.

Design/methodology/approach

This paper presents a case study that employs a questionnaire survey, non‐participant observation, and semi‐structured interviews as part of a larger study of healthcare change management.

Findings

Findings suggest that a mix of learning styles is ideal for successful healthcare change management. Specifically, this limited study suggests a learner ratio that favors convergers and assimilators over divergers and accommodators may be the most effective staffing strategy for change leadership teams in a healthcare environment.

Originality/value

Managing change in healthcare has been researched from a process perspective but few studies examine the individual team members' learner styles and the impact of these learning styles over time. Implications for human resources and change implementation are discussed.

Keywords

Citation

Lee, V., Ridzi, F., Lo, A.W. and Coskun, E. (2011), "A healthcare case study of team learner style and change management", Journal of Organizational Change Management, Vol. 24 No. 6, pp. 830-852. https://doi.org/10.1108/09534811111175788

Publisher

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Emerald Group Publishing Limited

Copyright © 2011, Emerald Group Publishing Limited