Evidence Based Change Management

  evidence based change management: Reconsidering Change Management Steven ten Have, Wouter ten Have, Anne-Bregje Huijsmans, Maarten Otto, 2016-06-23 Despite the popularity of organizational change management, the question arises whether its prescriptions and dominant beliefs and practices are based on solid and convergent evidence. Organizational change management entails interventions intended to influence the task-related behavior and associated results of an individual, team, or entire organization. There is a perception that a lot of change initiatives fail and limited understanding about what works and what does not and why. Drawing on the field of psychology and based on primary research, Reconsidering Change Management identifies 18 popular and relevant commonly held assumptions with regard to change management that are then analyzed and compared to the four specific themes laid out in the book (people, leadership, organization, and change process), resulting in their own set of assumptions. Each assumption will have a brief introduction in which its relevance and popularity is explained. By studying the scientific evidence, in particular meta-analytic evidence, the book provides students and academics in the fields of change management, organizational behavior, and business strategy the best available evidence for the acceptance or dropping of certain (change) management assumptions and their accompanying practices. By exploring the topics people, leadership, organization, and process, and the related assumptions, change management is restructured and reframed in a prudent, positive, and practical way.
  evidence based change management: Neuroscience for Organizational Change Hilary Scarlett, 2019-07-03 Organizational change can be unpredictable and stressful. With a better understanding of what our brains need to focus, organizations can increase employee engagement, productivity and well-being to successfully manage periods of uncertainty. Drawing on the latest scientific research and verified by an independent neuroscientist, Neuroscience for Organizational Change explores the need for social connection at work, how best to manage emotions and reduce bias in decision-making, and why we need communication, involvement and storytelling to help us through change. Practical tips and suggestions can be found throughout, as well as examples of how these insights have been applied at organizations such as Lloyds Banking Group and GCHQ. The book also sets out a practical science-based planning model, SPACES, to enhance engagement. This updated second edition of Neuroscience for Organizational Change contains new chapters on planning the working day with the brain in mind and on overcoming the difficulties related to behavioural change. It also features up-to-the-minute wider content reflecting the latest insights and developments, and updated case studies from the first edition which give a long-term view of the benefits of applying neuroscience in organizations.
  evidence based change management: Evidence-based Initiatives for Organizational Change and Development Robert G. Hamlin, Bob Hamlin, Andrea D. Ellinger, Jenni Jones, 2019 Without change, there can be no progress. To influence change, organizations attempt to harmonize internally and become accustomed to dealing with a variety of situations that may require a number of solutions. Evidence-Based Initiatives for Organizational Change and Development discusses what helps or hinders the organizational-change-and-development-related agency and provides practical insights and lessons to be learned from many reflections on evidence-based OCD practice. Featuring research on topics such as human resource development, organizational behavior, and management consultancy, this book is ideally designed for business academics, organizational change leaders, line managers, HRD professionals, OD/management consultants, and executive coaches seeking coverage on the implementation of OCD intervention strategies and the associated changes in management processes.
  evidence based change management: The Science of Successful Organizational Change Paul Gibbons, 2015 Identifies dozens of myths, bad models, and unhelpful metaphors, replacing some with twenty-first century research and revealing gaps where research needs to be done ... Links the origins of theories about change to the history of ideas and suggests that the human sciences will provide real breakthroughs in our understanding of people in the twenty-first century ... Change fundamentally involves changing people's minds, yet the most recent research shows that provision of facts may 'strengthen' resistance ... will help you build influence, improve communication, optimize decision making, and sustain change--Jacket.
  evidence based change management: Evidence-Based Management Eric Barends, Denise M. Rousseau, 2018-09-03 Decisions in businesses and organizations are too often based on fads, fashions and the success stories of famous CEOs. At the same time, traditional models and new cutting-edge solutions often fail to deliver on what they promise. This situation leaves managers, business leaders, consultants and policymakers with a profound challenge: how can we stay away from trends and quick fixes, and instead use valid and reliable evidence to support the organization? In response to this problem, evidence-based management has evolved with the goal of improving the quality of decision-making by using critically evaluated evidence from multiple sources - organizational data, professional expertise, stakeholder values and scientific literature. This book sets out and explains the specific skills needed to gather, understand and use evidence to make better-informed organizational decisions. Evidence-Based Management is a comprehensive guide that provides current and future managers, consultants and organizational leaders with the knowledge and practical skills to improve the quality and outcome of their decision-making. Online resources include case studies, exercises, lecture slides and further reading.
  evidence based change management: Organizational Change and Development Bob Hamlin, Jane Keep, Ken Ash, 2001 Written jointly by practitioners and academics, the book provides the theoretical underpinnings behind organizational development and practical insights based on real case studies. The first section of the book brings together a review of current thinking in 2003. The middle section comprises a diverse selection of case histories which examine the role of the change agent, both in successes and failures. The final section of the book draws things together by highlighting where generalized insights appear to have emerged from the practice of the contributors, and gives some pointers for moving practice forward into the 21st century. Throughout, the benefit of reflective practice is encouraged and the commentary accompanying each case history demonstrates what can be learned from this. The main aim of the text is to help readers to appreciate more fully the complexities of bringing about organizational change and development, not least the cultural factors in the change process, and the value of using theory and rigorous internal research in a very conscious and focused way to inform, shape and measure their own change agency practice. public sector.
  evidence based change management: Transforming Museum Management Yuha Jung, 2021-07-25 Museums must change to illuminate the histories, cultures, and social issues that matter to their local population. Based on a unique longitudinal ethnographic study, Transforming Museum Management illustrates how a traditional art museum attempted to transform into a more inclusive and community-based institution. Using open systems theory and the Buddhist concept of mutual causality, it examines the museum’s internal management structure and culture, programs and exhibitions, and mental models of museum workers. In providing both theoretical and practical foundations to transform management structures, this accessible volume will benefit stakeholders by proposing a new culture and structure to arts institutions, to change practice to be more relevant, diverse, and inclusive. This book will be an invaluable resource for researchers and advanced students of museum studies, cultural management, arts administration, non-profit management, and organizational studies.
  evidence based change management: ADKAR Jeff Hiatt, 2006 In his first complete text on the ADKAR model, Jeff Hiatt explains the origin of the model and explores what drives each building block of ADKAR. Learn how to build awareness, create desire, develop knowledge, foster ability and reinforce changes in your organization. The ADKAR Model is changing how we think about managing the people side of change, and provides a powerful foundation to help you succeed at change.
  evidence based change management: Evidence-Based Practice in Nursing Thomas L. Christenbery, PhD, RN, CNE, 2017-12-28 A fundamental, reader-friendly guide to evidence-based practice (EBP) for BSN, MSN, and DNP nursing students, Evidence-Based Practice in Nursing explains the conceptual underpinnings of EBP and demonstrates how nurses can put EBP concepts into practice. Replete with critical knowledge, skills, tools, and scholarly development to enable nurses to fully and confidently deliver the highest-quality EBP care, this book eschews a one-size-fits-all approach unique systematic guidelines for understanding and applying EBP. Building blocks of information grow progressively more complex to apply to any point along nursing’s academic trajectory. Thoughtfully organized to fit a variety of EBP-related course objectives, Evidence Based Practice in Nursing easily adapts for standalone EBP courses at any level as well as advanced practice specialty courses that integrate EBP content. This book addresses the needs of all nursing instructors, including those who teach at multiple levels simultaneously. Key content discusses requisite conceptual knowledge of EBP for building clinical decision-making skills; conceptualizing, implementing, and evaluating EBP projects; conducting translational research and quality improvement for implementation and evaluation of EBP; developing leadership and structural empowerment strategies; and analyzing how students at each degree/level work with EBP independently, inter-professionally, and intraprofessionally. Chapters align with AACN essentials. Key Features: Follows a methodical systematic trajectory building from simple to complex concepts Includes abundant examples demonstrating both negative and positive EBP applications Enables instructors to adopt one textbook for BSN, MSN, and DNP students Includes practical design templates for developing EBP information plans with critical guideposts Provides a quality improvement toolkit, key words and concepts, illustrative tables, and figures
  evidence based change management: Transformative HR John W. Boudreau, Ravin Jesuthasan, 2011-08-24 Proven HR strategies that can have a real impact on organizational success This book demonstrates how some of the world's most admired and prominent organizations are redefining HR leadership by using evidence-based change to inform human capital decisions that optimize efficiency, effectiveness and strategic impact. The authors present the five foundational principles to the new HR decision science: Logic-driven analytics, segmentation, risk leverage, synergy and integration and optimization. Includes practical suggestions and approaches to help executives put the book's principles into action Contains insight based on the experiences of leading global organization such as PNC Bank, CME Group, Royal Bank of Scotland, Deutsche Telekom and Shanda Interactive Entertainment Features in-depth case studies of 6 international companies: Coca-Cola, Khazanah Nasional Berhad, IBM, Ameriprise Financial, Royal Bank of Canada and Royal Bank of Scotland This groundbreaking book reveals a new approach to deliver sustainable change and business results. It is enhanced with success stories from leading companies that engage leadership and involve employees in ways that make a lasting impact on their companies.
  evidence based change management: A Sense of Urgency John P. Kotter, 2008 In his international bestseller Leading Change, Kotter provided an action plan for implementing successful transformations. Now, he shines the spotlight on the crucial first step in his framework: creating a sense of urgency by getting people to actually see and feel the need for change.
  evidence based change management: Transforming Performance Management to Drive Performance Rose A. Mueller-Hanson, Elaine D. Pulakos, 2018-03-09 Recently a revolution has taken place in organizations around the world to transform their performance management systems from burdensome chores into a valuable business practices. Many high-profile companies have announced they are getting rid of the dreaded performance reviews and replacing them with ongoing coaching and feedback. Although these cases are inspiring other organizations to contemplate change, many are left with more questions than answers. While many fads and quick fixes have been proposed to answer these questions, little research exists to support them. This book provides a practical and evidence-based guide for building a performance management approach that actually improves performance. It cuts through the hype and gives actionable advice, useful tools, and real-world examples for organizations to build the business case for change, plan the transformation, design the new system, and implement the change effectively. Featuring research findings as well as concrete strategies from organizations that have proven successful, this book provides a roadmap for meaningful change. It will be of interest to professionals and scholars interested in evidence-based performance management and the challenges facing organizations.
  evidence based change management: Mastering the Science of Organizational Change Martin Reeves, Kevin Whitaker, 2021-02-22 As the business context evolves more rapidly, driven by accelerating technological, political, and social change, an increasing strategic priority for business leaders is how to enact large-scale organizational change. Even companies that are current industry leaders are vulnerable to disruption. Company leaders need to watch over their shoulder for—and transform the company in anticipation of—the next disruption. Mastering the Science of Organizational Change summarizes the work of the BCG Henderson Institute and its fellows and ambassadors over several years to develop a more scientific approach to change. Hundreds of companies are analyzed in the book’s discussion on how to beat the odds in large-scale change management using an evidence-based approach—a large-scale analysis of what approaches actually work in which circumstances. Part 1 of the book reviews the imperatives for self-disruption. The second part elaborates on how to manage the process of change. Finally, Part 3 discusses how organizations can take change to the next level.
  evidence based change management: Research Anthology on Digital Transformation, Organizational Change, and the Impact of Remote Work Management Association, Information Resources, 2020-10-30 As the use of remote work has recently skyrocketed, digital transformation within the workplace has gone under a microscope, and it has become abundantly clear that the incorporation of new technologies in the workplace is the future of business. These technologies keep businesses up to date with their capabilities to perform remote work and make processes more efficient and effective than ever before. In understanding digital transformation in the workplace there needs to be advanced research on technology, organizational change, and the impacts of remote work on the business, the employees, and day-to-day work practices. This advancement to a digital work culture and remote work is rapidly undergoing major advancements, and research is needed to keep up with both the positives and negatives to this transformation. The Research Anthology on Digital Transformation, Organizational Change, and the Impact of Remote Work contains hand-selected, previously published research that explores the impacts of remote work on business workplaces while also focusing on digital transformation for improving the efficiency of work. While highlighting work technologies, digital practices, business management, organizational change, and the effects of remote work on employees, this book is an all-encompassing research work intended for managers, business owners, IT specialists, executives, practitioners, stakeholders, researchers, academicians, and students interested in how digital transformation and remote work is affecting workplaces.
  evidence based change management: Leading Change John P. Kotter, 2012 From the ill-fated dot-com bubble to unprecedented merger and acquisition activity to scandal, greed, and, ultimately, recession -- we've learned that widespread and difficult change is no longer the exception. By outlining the process organizations have used to achieve transformational goals and by identifying where and how even top performers derail during the change process, Kotter provides a practical resource for leaders and managers charged with making change initiatives work.
  evidence based change management: Organisational Change Dianne Waddell, Andrew Creed, Thomas G. Cummings, Christopher G. Worley, 2016-08-31 Change Management is a crucial process for gaining the competitive advantage that is the goal of many organisations. Leaders and change agents are often faced with conflicting challenges of motivating and understanding increasingly diverse workforces, accounting to stakeholders and planning for the future in a chaotic environment. Comprising 12 chapters in 6 parts, the text opens with an explanation of the environment of change faced by organisations today. It then deals with managing organisational development, which is a planned process of change which is often subject to the incursions of organisational transformation, a more dramatic and unpredictable type of change. With the field of organisational change continuing to evolve, especially in an international context, future directions of change management are also discussed. Finally, to emphasise the relationship between theory to practice, Organisational Change: Development and Transformation 6e provides 10 local and international case studies and a suite of online cases supported by a case matrix. Case studies, exercises and support material present the challenges of change management in a real-life manner - examining issues from a variety of viewpoints.
  evidence based change management: The Oxford Handbook of Evidence-based Management Denise M. Rousseau, 2012-06-21 The Oxford Handbook of Evidence-based Management shows how leaders and managers can make effective use of best available evidence in the decisions they make — and what educators and researchers need to do to help them come to the right solution.
  evidence based change management: Becoming the Evidence-Based Manager, 2nd Edition Gary P. Latham, 2018-06-05 Over 50-years of management science distilled for everyday practice. The essential information you need to become an evidence-based manager from hiring to retention. Information is presented within 10 general lessons of management, a new case-study featuring two evidence-based managers in action, and thought-provoking questions at the end of each chapter. NEW to this edition: NEW Material on the importance of emotional intelligence NEW Chapter 5: on ways to engage your employees in their work NEW Chapter 6: on ways to ensure your career success NEW Chapter 7: on how to create a psychologically healthy workplace NEW Chapter 9: on the pitfalls to avoid when making decisions NEW Chapter 10: two leading-edge ways to coach and appraise the people on your team NEW End of chapter questions to reinforce learning
  evidence based change management: The Psychology of Organizational Change Shaul Oreg, Alexandra Michel, Rune Todnem By, 2013-04-18 This volume examines organizational change from the employee's perspective.
  evidence based change management: Reconsidering Change Management , 2016 Foreword -- List of contributors -- Introduction -- Why reconsider change management? -- Story of change : 18 leading assumptions in change practice -- Methodology -- Examining the story of change : Part I -- Examining the story of change: Part II -- Examining the story of change: Part III -- The story of change reconsidered -- Appendix a: overview of authors and researchers -- Appendix b: allocation of researchers per assumption -- Appendix C: List of firms referred to in Chapter 3 -- Appendix D: Bibliography -- Index
  evidence based change management: Managing and Leading Organizational Change Mark Hughes, 2018-10-10 Organizational change impacts upon all organizations regardless of size and sector. In this unique organizational change textbook, important ongoing debates about managing change and leading change are combined, giving a broader perspective that encourages readers to engage with both management and leadership. In combination, management and leadership insights inform how organizations are changing and how we can make a positive difference in such processes of change. Managing and Leading Organizational Change speaks both to the applied and practical aspects of organizational change, as well as questioning the research and evidence base of organizational change practices. Chapters begin with real-world insights, followed by coverage of the major theories. The ongoing nature of these debates is signposted through the inclusion of questioning sections with research case studies showcased. This textbook will be particularly beneficial for final year undergraduates and postgraduates studying organizational change, strategic change, change management and change leadership modules.
  evidence based change management: Choosing Strategies for Change John P. Kotter, 1979-01-01
  evidence based change management: Beyond Performance 2.0 Scott Keller, Bill Schaninger, 2019-07-03 Double your odds of leading successful, sustainable change Leaders aren’t short on access to change management advice, but the jury has long been out as to which approach is the best one to follow. With the publication of Beyond Performance 2.0, the verdict is well and truly in. By applying the approach detailed by authors, Scott Keller and Bill Schaninger, the evidence shows that leaders can more than double their odds of success—from thirty percent to almost eighty. Whereas the first edition of Beyond Performance introduced the authors’ “Five Frames of Performance and Health” approach to change management, the fully revised and updated Beyond Performance 2.0 has been transformed into a truly practical “how to” guide for leaders. Every aspect of how to lead change at scale is covered in a step-by-step manner, always accompanied by practical tools and real-life examples. Keller and Schaninger’s work is distinguished in many ways, one of which is the rigor behind the recommendations. The underpinning research is the most comprehensive of its kind—based on over 5 million data points drawn from 2,000 companies globally over a 15-year period. This data is overlaid with the authors’ combined more than 40 years of experience in helping companies successfully achieve large-scale change. As senior partners in McKinsey & Company, consistently named the world’s most prestigious management consulting firm, Keller and Schaninger also draw on the shared experience of their colleagues from offices in over 60 countries with unrivaled access to CEOs and senior teams. Beyond Performance 2.0 also dares to go against the grain—eschewing the notion of copying best practices and instead guiding leaders to make choices specific to their unique context and organization. It does this with meticulously balance of focus on short- and long-term considerations, and on fully addressing the hard technical and oft cultural elements of making change happen. Further, the approach doesn’t just focus on delivering change; it builds an organization’s muscle to continuously change, making it healthier so that it can act with increased speed and agility to stay perpetually ahead of its competition. Leaders looking for a proven approach to leading large-scale change from a trusted source have found what they are looking for in Beyond Performance 2.0.
  evidence based change management: Evidence-based School Leadership and Management Gary Jones, 2018-09-17 There is a vast amount of research on what goes on in schools, but how can school leaders sort credible findings from dubious claims and use these to make informed decisions that benefit their schools? How can abstract ideas from research be translated into dynamic plans for action? This book is a practical guide to evidence-based school leadership demonstrating the benefits that can be gained from engaging with robust educational research and offering clear guidance on applying meaningful lessons to practice. Topics include: · What is evidence-based school leadership and why does it matter? · How to collect data from your own school and how to analyse this evidence in order to inform strategic leadership decisions · Models for implementing school improvement and change · Leadership skills for fostering a culture of evidence-based practice This is essential reading for senior and middle leaders in educational organisations who aspire to lead effective schools with high levels of staff well-being and enhanced outcomes for the learners they teach.
  evidence based change management: Improving Patient Care Richard Grol, Michel Wensing, Martin Eccles, David Davis, 2013-03-18 As innovations are constantly being developed within health care, it can be difficult both to select appropriate new practices and technologies and to successfully adopt them within complex organizations. It is necessary to understand the consequences of introducing change, how to best implement new procedures and techniques, how to evaluate success and to improve the quality of patient care. This comprehensive guide allows you to do just that. Improving Patient Care, 2nd edition provides a structure for professionals and change agents to implement better practices in health care. It helps health professionals, managers, policy makers and researchers to assess new techniques and select and implement change in their organizations. This new edition includes recent evidence and further coverage on patient safety and patient centred strategies for change. Written by an international expert author team, Improving Patient Care is an established standard text for postgraduate students of health policy, health services and health management. The strong author team are global professors involved in managing research and development in the field of quality improvement, evidence-based practice and guidelines, quality assessment and indicators to improve patient outcomes through receiving appropriate healthcare.
  evidence based change management: Organizational Psychology and Evidence-Based Management Elaine Rabelo Neiva, Cláudio Vaz Torres, Helenides Mendonça, 2017-10-11 Adopting an Evidence-Based Management (EBM) approach, this book provides the best evidence available on a wide range of topics from Industrial and Organizational Psychology to help managers base their decisions on scientific findings. Drawing on principles and methods first developed by Evidence-Based Medicine, EBM aims to promote the use of scientific knowledge in organizational and managerial decision making. Based on this idea, the book seeks to establish a dialogue between researchers and professionals of the Industrial and Organizational Psychology and Management fields, translating scientific knowledge into useful resources that can be used to inform practitioner’s decisions and interventions in topics such as: Creativity in organizations Optimism and hope Engagement at work Life and career planning Entrepreneurship Innovation in organizations Cultural diversity and inclusion in organizations Social networks Ageing at organizational context Work/life balance Positive rule breaking Expatriation Time pressure, Pacing styles and polychronicity
  evidence based change management: Change Management in Nonprofit Organizations Kunle Akingbola, Sean Edmund Rogers, Alina Baluch, 2019-03-30 Nonprofit organizations are arguably in a perpetual state of change. Nonprofits must constantly scan, analyze, and adapt to the implications of the changing needs of clients, the community, funders, and government policy. Hence, the core competencies and capabilities of nonprofits must include how to effectively manage change. The knowledge, skills, and abilities of employees, volunteers, and managers must include the competencies required to formulate and implement strategies to manage planned and unplanned change. This book brings to the forefront the challenges and opportunities of change by combining insights from practice, research, and theories of change management to examine nonprofits. It incorporates interdisciplinary perspectives to examine the dimensions, determinants, and outcomes of change in nonprofits. It offers managers, researchers, and students case examples on how to develop, implement, and manage change in the context of nonprofits. Readers will better understand the dimensions of change that are unique to nonprofits and how these should be integrated into strategy and day-to-day operations, including reflection for both the change agent and the change recipient.
  evidence based change management: Managing Change in Healthcare Paul Parkin, 2009-04-09 `Each chapter flows well and holds the reader′s interest. The book is suitable for learners and experienced practitioners′ Keith Hurst, Leeds University The management of change in the context of new policy directives and agendas is a critical issue for healthcare practitioners. All professionals - not just managers - need to develop and implement new services designed to bring patients into the centre of healthcare delivery. This book looks at the leadership, management and interpersonal skills needed to manage such change effectively within multiprofessional healthcare settings. The book: - Uniquely uses Action Research as a model for planning and implementing change at the patient-service interface. - Makes use of evidence and case studies to demonstrate the stages of the change process. - Includes advice and useful strategies for achieving change. - Shows dynamic change can be achieved at the individual, team, departmental and organisational level. - Covers a range of topics including organisational culture; leadership; conflict resolution; managerial roles; and organisational analysis. Managing Change in Healthcare will be ideal for all nursing and allied health care trainees taking courses in management and leadership. It will also be invaluable for qualified professionals and managers who need a clear and engaging guide to the key issues and skills underpinning effective healthcare management.
  evidence based change management: Leading Change in Healthcare Anthony L Suchman, 2022-02-14 The challenge of transforming organizational culture is at the heart of many key movements in contemporary healthcare, and understanding culture change has become a core leadership competency. However, much current practice is based on antiquated and psychologically unsophisticated theories, leaving leaders inadequately prepared for the complex task of implementing change. Leading Change in Healthcare presents relationship-centered administration, an effective new evidence-based alternative to traditional culture change methodologies. It integrates fresh insights and methods from complexity science, positive psychology and relationship-centered care, enabling a more spontaneous and reflective approach to change management. This fosters greater organizational awareness and real participation, as well as improved productivity and creativity, as well as staff recruitment and retention. Case studies drawn from primary care, hospitals, long-term care, professional education, international NGOs and other settings, rather than emphasizing the end results, are demonstrations of how to apply relationship-centered administration in everyday practice. Leading Change in Healthcare is a key resource for all practitioners, students and teachers of healthcare management, medical educators, and leaders in all areas of healthcare provision. 'We need a new way of seeing, a new way of leading - and the authors provide a clear guide and resources for the path ahead. Leading Change in Healthcare offers hope - and a method. A daily dose is just what the change doctor ordered.' from the Foreword by Carol Aschenbrener.
  evidence based change management: Impact Paul Gibbons, 2019-04-30 Gibbons, author of the change bestseller The Science of Organizational Change, illustrates the inauthenticity of using analog methods to drive digital change and the irony of using 20th-century change management practices with millennial workforces. Then Impact walks through the most hallowed change models, points out their flaws, and suggests updates, based upon principles such as: human-centered, technology-enabled, systemic, creative, scalable, and a based on a holistic understanding of what inspires today's generation of workers. The author brings a fresh, challenging voice, that of philosopher, scientist, and economist, to the world of change, strategy, and leadership.
  evidence based change management: The Practice of Organizational Diagnosis Clayton Alderfer, 2011 The Practice of Organizational Diagnosis: Theory & Methods presents a new paradigm for examining the intergroup dynamics of organizations by combining the procedures of organizational diagnosis with the theory of embedded intergroup relations. In this volume, Alderfer explains the relevance of the paradigm concept for the present work, shows the importance of intergroup relations in the formative organization studies, reviews extant modes of organizational diagnosis, and demonstrates the limitations of interpersonal and intra-group theories. He then presents the five laws of embedded intergroup relations as a response to the problems associated with the earlier work. After comparing and contrasting alterative group level theories and explaining the several meanings of empirical support, the author describes the empirical basis of the five laws. Based on examining alternative codes of professional conduct and applying the five laws, he provides his prescriptions for the ethical basis of sound diagnostic practice. With the theory and ethical position in place, he then explains procedures for conducting each phase of organizational diagnosis: entry, data collection, data analysis, and feedback. He follows that by reporting the empirical bases for the methods used in the four phases. The volume concludes by describing the courses and educational processes essential for educating people to conduct organizational diagnoses. A recurring theme from beginning to end is that the lawfulness of human behavior in relation to organizations is as applicable to diagnosticians, whether working alone or in teams, as it is to their clients. By addressing theory, method, data, and values, the volume presents a complete paradigm for organizational diagnosis.
  evidence based change management: Change Management Jeffrey M. Hiatt, Timothy J. Creasey, 2003 Change management is the missing piece that takes good ideas and turns them into business success. This book is not only a solid introduction to the discipline of change management, but is the primer to catalyze change leadership and competency in your organization. The responsibility for creating competencies to manage and lead change does not rest solely with HR, but lies within all management, right to the seat of the CEO. This book is a practical look at what it means to manage the people side of change
  evidence based change management: Organizational Change for the Human Services Thomas Packard, 2021-05-21 Human service organizations (HSOs) are faced with challenges and opportunities ranging from improving effectiveness and efficiency to advancing diversity, equity, and inclusion. However, organizational change can be a difficult process and does not occur without a catalyst. Organizational Change for the Human Services presents an evidence-based conceptual framework for planning and implementing change within HSOs. This book outlines the process for organizational change from identifying a problem to following a strategy for success. Thomas Packard presents discussions on various methods such as team building, employee surveys, cultural change, organization redesign, and intrapraneurship. Case examples demonstrate how individuals can put theory into practice within their organizations. Written for current and future HSO leaders, this book delves into the tactics and change methods that will help guide individuals to enact change within their organizations. Packard has created an invaluable resource for HSO leaders who aspire to provide the best services and care for the clients and communities they serve.
  evidence based change management: Atomic Habits James Clear, 2018-10-16 The #1 New York Times bestseller. Over 20 million copies sold! Translated into 60+ languages! Tiny Changes, Remarkable Results No matter your goals, Atomic Habits offers a proven framework for improving--every day. James Clear, one of the world's leading experts on habit formation, reveals practical strategies that will teach you exactly how to form good habits, break bad ones, and master the tiny behaviors that lead to remarkable results. If you're having trouble changing your habits, the problem isn't you. The problem is your system. Bad habits repeat themselves again and again not because you don't want to change, but because you have the wrong system for change. You do not rise to the level of your goals. You fall to the level of your systems. Here, you'll get a proven system that can take you to new heights. Clear is known for his ability to distill complex topics into simple behaviors that can be easily applied to daily life and work. Here, he draws on the most proven ideas from biology, psychology, and neuroscience to create an easy-to-understand guide for making good habits inevitable and bad habits impossible. Along the way, readers will be inspired and entertained with true stories from Olympic gold medalists, award-winning artists, business leaders, life-saving physicians, and star comedians who have used the science of small habits to master their craft and vault to the top of their field. Learn how to: make time for new habits (even when life gets crazy); overcome a lack of motivation and willpower; design your environment to make success easier; get back on track when you fall off course; ...and much more. Atomic Habits will reshape the way you think about progress and success, and give you the tools and strategies you need to transform your habits--whether you are a team looking to win a championship, an organization hoping to redefine an industry, or simply an individual who wishes to quit smoking, lose weight, reduce stress, or achieve any other goal.
  evidence based change management: Evidence-Based Practice in Nursing & Healthcare Bernadette Mazurek Melnyk, Ellen Fineout-Overholt, 2018-10-17 Publisher's Note: Products purchased from 3rd Party sellers are not guaranteed by the Publisher for quality, authenticity, or access to any online entitlements included with the product. Evidence-Based Practice in Nursing & Healthcare: A Guide to Best Practice, 4th Edition Bernadette Mazurek Melnyk, PhD, RN, APRN-CNP, FAANP, FNAP, FAAN and Ellen Fineout-Overholt, PhD, RN, FNAP, FAAN Enhance your clinical decision-making capabilities and improve patient outcomes through evidence-based practice. Develop the skills and knowledge you need to make evidence-based practice (EBP) an integral part of your clinical decision-making and everyday nursing practice with this proven, approachable text. Written in a straightforward, conversational style, Evidence-Based Practice in Nursing & Healthcare delivers real-world examples and meaningful strategies in every chapter to help you confidently meet today’s clinical challenges and ensure positive patient outcomes. NEW! Making Connections: An EBP Exemplar opens each unit, immersing you in an unfolding case study of EBP in real-life practice. NEW! Chapters reflect the most current implications of EBP on health policy and the context, content, and outcomes of implementing EBP competencies in clinical and academic settings. NEW! Learning objectives and EBP Terms to Learn at both the unit and chapter levels help you study efficiently and stay focused on essential concepts and vocabulary. Making EBP Real features continue to end each unit with real-world examples that demonstrate the principles of EBP applied. EBP Fast Facts reinforce key points at a glance. Clinical Scenarios clarify the EBP process and enhance your rapid appraisal capabilities.
  evidence based change management: Keeping Patients Safe Institute of Medicine, Board on Health Care Services, Committee on the Work Environment for Nurses and Patient Safety, 2004-03-27 Building on the revolutionary Institute of Medicine reports To Err is Human and Crossing the Quality Chasm, Keeping Patients Safe lays out guidelines for improving patient safety by changing nurses' working conditions and demands. Licensed nurses and unlicensed nursing assistants are critical participants in our national effort to protect patients from health care errors. The nature of the activities nurses typically perform †monitoring patients, educating home caretakers, performing treatments, and rescuing patients who are in crisis †provides an indispensable resource in detecting and remedying error-producing defects in the U.S. health care system. During the past two decades, substantial changes have been made in the organization and delivery of health care †and consequently in the job description and work environment of nurses. As patients are increasingly cared for as outpatients, nurses in hospitals and nursing homes deal with greater severity of illness. Problems in management practices, employee deployment, work and workspace design, and the basic safety culture of health care organizations place patients at further risk. This newest edition in the groundbreaking Institute of Medicine Quality Chasm series discusses the key aspects of the work environment for nurses and reviews the potential improvements in working conditions that are likely to have an impact on patient safety.
  evidence based change management: The Social Psychology of Change Management Steven ten Have, John Rijsman, Wouter ten Have, Joris Westhof, 2018-12-17 Changes are rarely accomplished by individuals. People are social animals and changes are social processes which have to be organized. Social psychology is essential for the effectiveness and development of the field of change management. It is necessary to understand people in change processes. Social psychology also teaches us that meaning is key during change and intervention. Social psychology makes change management comprehensible to people and allows them to consider their actions in groups and the organization on their merits. They may seem obvious and self-evident, but practice and science, as well as the popular change management literature, show that it is not. Drawing on the field of social psychology and based on primary research, The Social Psychology of Change Management presents more than forty social psychological theories and concepts that are relevant for the field of change management. The theories and concepts are analyzed and categorized following Fiske’s five core social motives; belonging, understanding, controlling, enhancing self, and trusting. Each theory will have an introduction in which its assumptions and relevance is explained. By studying the scientific evidence, including meta-analytic evidence, the book provides practitioners, students and academics in the field of change management, organizational behaviour and business strategy the most relevant social psychological ideas and best available evidence, thereby further unleashing the potential of social psychology in order to feed the field of change management. By categorizing and integrating the relevant theories and concepts, change management is enriched and restructured in a prudent, positive and practical way. The overarching goal, however, inspired by the ideas and perspective of leading thinkers like Kurt Lewin, James Q. Wilson and Susan T. Fiske, is to make the world a better place. Social psychologists (being social scientists) study practical social issues, in our case issues related to change management, and application to real-world problems is a key goal. Therefore, this book goes beyond the domain of organizational sciences.
  evidence based change management: Evidence-based Practice in Action Laura Cullen, 2017 Cover -- Praise -- Title Page -- Copyright Page -- Acknowledgments -- About the Authors -- Table of Contents -- Foreword -- The Iowa Model Revised -- Overview -- Chapter 1_Identifying Triggering Issues/Opportunities -- Chapter 2_State the Question or Purpose -- Chapter 3_Is This Topic a Priority? -- Chapter 4_Form a Team -- Chapter 5_Assemble, Appraise, and Synthesize Body of Evidence -- Chapter 6_Is There Sufficient Evidence? -- Chapter 7_Design and Pilot the Practice Change -- Chapter 8_Implementation -- Chapter 9_Evaluation -- Chapter 10_Is Change Appropriate for Adoption in Practice? -- Chapter 11_Integrate and Sustain the Practice Change -- Chapter 12_Disseminate Results -- References -- Appendix A_The Iowa Model Revised: Evidence-Based Practice to Promote Excellence in Health Care -- Appendix B_Implementation Strategies for Evidence-Based Practice -- Appendix C_UI Hospitals and Clinics Evidence-Based Practice Publications Reporting Use of the Iowa Model -- Appendix D_Select Evidence-Based Practice Process Models -- Appendix E_Glossary -- Index
  evidence based change management: Evidence-Based Medicine and the Changing Nature of Health Care Institute of Medicine, LeighAnne M. Olsen, Elizabeth G. Nabel, J. Michael McGinnis, Mark B. McClellan, 2008-09-06 Drawing on the work of the Roundtable on Evidence-Based Medicine, the 2007 IOM Annual Meeting assessed some of the rapidly occurring changes in health care related to new diagnostic and treatment tools, emerging genetic insights, the developments in information technology, and healthcare costs, and discussed the need for a stronger focus on evidence to ensure that the promise of scientific discovery and technological innovation is efficiently captured to provide the right care for the right patient at the right time. As new discoveries continue to expand the universe of medical interventions, treatments, and methods of care, the need for a more systematic approach to evidence development and application becomes increasingly critical. Without better information about the effectiveness of different treatment options, the resulting uncertainty can lead to the delivery of services that may be unnecessary, unproven, or even harmful. Improving the evidence-base for medicine holds great potential to increase the quality and efficiency of medical care. The Annual Meeting, held on October 8, 2007, brought together many of the nation's leading authorities on various aspects of the issues - both challenges and opportunities - to present their perspectives and engage in discussion with the IOM membership.
  evidence based change management: Making Sense of Change Management Esther Cameron, Mike Green, 2015-03-03 The definitive, bestselling text in the field of change management, Making Sense of Change Management provides a thorough overview of the subject for both students and professionals. Along with explaining the theory of change management, it comprehensively covers the models, tools, and techniques of successful change management so organizations can adapt to tough market conditions and succeed by changing their strategies, structures, boundaries, mindsets, leadership behaviours and of course their expectations of the people who work within them. This completely revised and updated 4th edition of Making Sense of Change Management includes more international examples and case studies, emerging new thinking and practice in the area of cultural change and a new chapter on the interrelationship with project management (PM) and change management. It also covers complexity models, agile approaches, and stakeholder management along with cultural sensitivity and what to do when cultures collide. Making Sense of Change Management remains essential reading for anyone who is currently part of, or leading, a change initiative. Online supporting resources include lecture slides, making this an ideal textbook for MBA or graduate students focusing on leading or managing change.
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