Overcoming change fatigue: lessons from Glasgow's National Health Service
Abstract
Purpose
This paper explores the practicalities of organizational change in complex settings where much change has already occurred. It therefore offers insights into tackling and overcoming change fatigue.
Design/methodology/approach
The paper uses a longitudinal study of change within a healthcare organization. The paper draws on interviews, focus groups and observations during a 2.5‐year long action research project.
Findings
The paper reports findings on the speed at which change takes place, the importance of communication and the burden placed on senior officers during such communication and consultation processes, the use of appropriate external resources and expertise, the benefits of sharing best practice across sectors and the role of academic researchers in change processes.
Originality/value
The paper offers valuable insights to those charged with effecting organizational change in change fatigued settings.
Keywords
Citation
MacIntosh, R., Beech, N., McQueen, J. and Reid, I. (2007), "Overcoming change fatigue: lessons from Glasgow's National Health Service", Journal of Business Strategy, Vol. 28 No. 6, pp. 18-24. https://doi.org/10.1108/02756660710835879
Publisher
:Emerald Group Publishing Limited
Copyright © 2007, Emerald Group Publishing Limited