The Role of reflection in planned organizational change

David Rosenbaum, Lucy Taksa, Elizabeth More

Research output: Contribution to journalArticleResearchpeer-review

Abstract

This article identified the role that structured personal reflection plays in enabling and supporting planned organizational change, thereby enhancing change outcomes in a sector facing substantial change in the face of economic threats and challenges. Reflection, in a myriad of formats, supports the management of positive change outcomes by focusing simultaneously at the organization-wide and personal levels. A longitudinal single case study in a nonprofit hospital implementing an electronic patient management system was the research site. Methodologically, data from fifty-six semi-structured interviews involving clinical, administrative, and managerial staff, as well as those tasked with designing and implementing the system, was analysed based on the theoretical sampling strategy of grounded theory. This wide source of interviews ensured that data was obtained from an array of those who were impacted by the changes, directly and indirectly. One of the key findings of the study was the positive role that reflection played in a nonprofit organization, as a direct result of management prescribing formal time-availability for reflection, for both the internal change agent, as well as the change recipients. In this manner, the study identified an integrated reflection framework that may aid organizational and individual attributes in the support for change. Other findings from related research identified a range of characteristics that require a more substantial focus in planned change models when applied to nonprofits. These involved issues of trust and confidence in the organization, change actor experiences, and change activity sequencing.
LanguageEnglish
Pages1-22
Number of pages22
JournalChange Management
Volume18
Issue number3-4
DOIs
Publication statusPublished - 2019

Fingerprint

Organizational change
Nonprofit organization
Prescribing
Organization change
Grounded theory
Integrated
Economics
Sequencing
Threat
Staff
Confidence
Management system
Structured interview
Sampling

Bibliographical note

Version archived for private and non-commercial use with the permission of the author/s and according to publisher conditions. For further rights please contact the publisher.

Keywords

  • Grounded theory
  • Nonprofit sector
  • Personal reflection
  • Planned organizational change
  • Qualitative research
  • Reflection

Cite this

Rosenbaum, David ; Taksa, Lucy ; More, Elizabeth. / The Role of reflection in planned organizational change. In: Change Management. 2019 ; Vol. 18, No. 3-4. pp. 1-22.
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The Role of reflection in planned organizational change. / Rosenbaum, David; Taksa, Lucy; More, Elizabeth.

In: Change Management, Vol. 18, No. 3-4, 2019, p. 1-22.

Research output: Contribution to journalArticleResearchpeer-review

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