Challenges of innovation and implementation in complex organizational environments: managing a multi professional and cross sector health promoting program
2011 (English)Conference paper, Presentation (Refereed)
Traditional views on the spread of knowledge and learning in health care have been criticized as being overly linear, simplified and rational, leading to a slow progress of clinical praxis. The purpose of the study was to explore the views on learning and change of two management levels of a Swedish long-term county wide health promoting program for children. The seventeen respondents were all directly involved in the program, either in the group for strategic management or in the group for process operations including process facilitation. Data were collected via semi-structured interviews and process diaries, complemented by meeting protocols and agendas for development interventions. Data cover four years of the development and implementation process, 2004-2008. Analyses were performed iteratively, starting with content analyses and continuing with directed analyses in order to test hypotheses. The results indicate both differences and development over time concerning the respondents' views on the target groups and on processes of learning and change. Insights on important conditions for change were expressed, but so were also conflicting views and expectations between the actors involved. In comparison to the process management group the strategic management group expressed a more holistic view of the program and its progress. There were also different views on expectations, roles and competences of involved process facilitators. The insights stated by process management team members regarding how learning should be most eectively promoted were not fully followed through in agendas and meetings during implementation. A conclusion is that basic views on how people learn and change their behavior are fundamental for how a change program will be executed. The practical implications of the study is that involved actors' assumptions of on what it is that best promotes learning and behavioral change, and how this should be translated into plans, strategies and specific behaviors of change agents, has to be thoroughly penetrated in relation to the specific change, target context and group, preferably during the early stages of a change program, in order to promote its success.
Place, publisher, year, edition, pages
Research subject Quality Technology and Management
IdentifiersURN: urn:nbn:se:ltu:diva-39167Local ID: dcea4585-c187-49bf-bd4e-7845b8849c0eOAI: oai:DiVA.org:ltu-39167DiVA: diva2:1012676
Conference of the European Association of Work and Organizational Psychology : 25/05/2011 - 28/05/2011
Godkänd; 2011; 20111122 (ysko)2016-10-032016-10-03Bibliographically approved