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Purpose – The purpose of this paper is to gather current (2011) arguments and counterarguments in support of the classic change management model proposed by John P…
Purpose – The purpose of this paper is to gather current (2011) arguments and counterarguments in support of the classic change management model proposed by John P. Kotter in his 1996 book Leading Change. His work was based on his personal business and research experience, and did not reference any outside sources that has questioned its value. A current perspective on a limited tested model aims to be a focus of this paper. Design/methodology/approach – The literature on change management was reviewed for each of the eight steps defined in Kotter's model, to review how much support each of these steps had, individually and collectively, in 15 years of literature. Findings – The review found support for most of the steps, although no formal studies were found covering the entire spectrum and structure of the model. Kotter's change management model appears to derive its popularity more from its direct and usable format than from any scientific consensus on the results. However the model has several limitations, that are identified, impacting upon its universal acceptance and popularity. Research limitations/implications – Further studies should examine the validity of Kotter's model as a whole. More importantly, change management research should form a greater link with stakeholders in order to translate current research into a format usable by practitioners. Practical implications – No evidence was found against Kotter's change management model and it remains a recommendable reference. This paper attempts to “test” the “how‐to‐do‐change management” with empirical and practitioner literature that was not evident in the original text. The model would be most useful as an implementation planning tool, but complementary tools should also be used during the implementation process to adapt to contextual factors or obstacles. Originality/value – Based upon a thorough review, this is the first formal review of Kotter's change management model, 15 years after its introduction.
Palestinian children have been described as targets of the Israel government’s melange of mechanisms used to control the Palestinian people and territories. In this role…
Palestinian children have been described as targets of the Israel government’s melange of mechanisms used to control the Palestinian people and territories. In this role, Palestinian children are subjected to direct violence, bureaucratic constructs, interrogation, incarceration, and other various means of marginalisation and oppression. Simultaneously, Palestinian children have also been depicted as nationalised subjects and resources for the future of Palestine, upon which historical and ongoing national symbols are projected. Palestinian children, therefore, play a dual role within the conflict and in everyday life: both innocent and in need of protection while also embodying sites of resistance. Nowhere is this dual role more pronounced than within the Palestinian home. In order to explore the multiple roles that children represent within the physical structure of the home, this chapter draws upon the authors’ research experience using collaborative family interviews and testimony collections in home environments. The authors’ methodological engagement with children and families at the home-level has found children to be a present absence within the home, with adult family members dominating the data-gathering discourse. In other words, children are ubiquitous within Palestinian landscapes, but they are rarely heard from. However, in research, children’s voices may be acknowledged for brief moments when data-gathering methods such as drawing or neighbourhood walks are used. Children may also be cherished as a focus of family protection and future resistance against the occupation. While much research has considered children affected by political violence as both victims and actors, this chapter adds another layer by exploring the multiple roles and representations of children within the Palestinian home. The authors focus is not on how these representations are imposed upon children by adults, but rather how representations of children are enacted and negotiated within oftentimes protective home spaces.
The purpose of this paper is to reflect on the experience of the Advancing Quality Alliance's (AQuA) regional Integrated Care Discovery Community created to translate…
The purpose of this paper is to reflect on the experience of the Advancing Quality Alliance's (AQuA) regional Integrated Care Discovery Community created to translate integrated care theory into practice at scale and to test ways to address the system enablers of integrated care.
Principles of flexibility, agility, credibility and scale influenced Community design. The theoretical framework drew on relevant complexity, learning community and change management theories. Co-designed with stakeholders, the discovery-based Community model incorporated emergent learning from change in complex adaptive environments and focused bespoke support on leadership capability building.
In total, 19 health and social care economies participated. Kotter's eight-step change model proved flexible in conjunction with large-scale change theories. The tension between programme management, learning communities and the emergent nature of change in complex adaptive systems can be harnessed to inject pace and urgency. Mental models and simple rules were helpful in managing participant's desire for a directive approach in the context of a discovery programme.
This is a viewpoint from a regional improvement organisation in North West England.
The Discovery Community was a useful construct through which to rapidly develop multiple integrated health and social care economies. Flexible design and bespoke delivery is crucial in a complex adaptive environment. Capability building needs to be agile enough to meet the emergent needs of a changing workforce. Collaborative leadership has emerged as an area requiring particular attention.
Learning from AQuA's approach may assist others in structuring large-scale integrated care or complex change initiatives.