A healthcare organization, like any organization, faces the inevitability of change. However, healthcare in the developed world is required to meet increasing demands for, and complexity of, services; together with enhanced consumer expectations and challenging primary healthcare systems. Over the last two decades, governments have been attempting to address these challenges largely through strategies of major health system reform. However, there remains considerable debate over the most effective model for supporting organizational change in healthcare settings. This review considers the main change models adopted in healthcare organizations and aims to identify key enablers and barriers to successfully implementing change in these settings. The findings of the review are then used as the basis for identifying and developing an appropriate model to support change in healthcare organizations. It is argued that a mentoring model of organizational change responds to many of the complex situational barriers to healthcare reform and builds on key enablers of change in these settings. This model particularly develops key skills in management and communication through a balance of tension and support activities. The mentoring model offers an easy to use and scalable tool which supports and guides management, communication and engagement throughout the change process.
|Keywords:||Healthcare, Organizational Change, Health System Reform, Change Management, Mentoring Model|
Senior Lecturer, The School of Architecture & Built Environment, The University of Newcastle, Newcastle, NSW, Australia
The University of Newcastle, Australia
Lecturer, School of Architecture and Built Environment, Faculty of Engineering and Built Environment, University of Newcastle, Australia