En undersøgelse af forandringsparathed hos Sygeplejefaglige ledere og medarbejdere på Sjællands Universitetshospital, set i perspektivet af procesorienteret kontinuerlig forandring.

Britt Jette Foley

Student thesis: Master executive thesis

Abstract

Is readiness for change the desire to try something new? Yes, in many ways, but it is far more complicated and there are several perspectives associated with creating change readiness. Why even deal with readiness for change among managers and employees at Zealand University Hospital? One of the visions for Zealand University hospital focus on “the hospital as an attractive workplace”. The vision states that the organization will meet this vision through a good working environment, and prioritization of development of competence. In return, the organization wants change-ready employees, who develop along with tasks and opportunities. This project shows how process thinking, as described by Hernes and Bévort (2018) can contribute to the creation of change processes. However, these are not the only factors; the work with the sensemaking process as described by Weick (1995), is a crucial starting point for connection to the elements that makes up the vision. The thesis based on analysis of semi-structured interview of six middle managers located in different places in the organization. The middle managers give their perspectives on how they see obstacles and opportunities, for the workforce to meet the demands of the future healthcare system. The project shows how coherence, between the demands in the visions, can be met by the workforce in a process-oriented perspective. There is a natural connection between the factors when changes readiness are seen in a bottom-up perspective, based on process thinking. Continuous processes are about employee involvement, participation and development of competence as a natural part of the interaction processes that take place between managers and employees and in between employees. If these factors are present, the development of readiness for change becomes part of the interaction and interaction patterns that prevail in the organization. However, a number of obstacles arise when trying to achieve this readiness for change. Especially the top-down processes pull threads back in time, and challenge forward sense making and adherence to change. Leadership behavior as a framework is essential for building narratives that gives meaning to collective action in process perspective.

EducationsMaster of Public Governance, (Executive Master Programme) Final Thesis
LanguageDanish
Publication date2021
Number of pages54
SupervisorsTor Hernes