Change and learning strategies in large scale change programs

• Published in: Journal of organizational change management Vol. 26; no. 6; pp. 1020 - 1044
• Main Authors: Elisabeth Nyström, Monica, Höög, Elisabet, Garvare, Rickard, Weinehall, Lars, Ivarsson, Anneli
• Format: Journal Article
• Language: English
• Published: Emerald Group Publishing Limited 14.10.2013
• Subjects: HR & organizational behaviour; Organizational change/development; Organizational structure/dynamics; Change management; Sweden; Organizational development; Strategy; Change agents; Organizational learning; Large scale change programs
• ISSN: 0953-4814; 1758-7816
• DOI: 10.1108/JOCM-08-2012-0132

Purpose – The study identifies the variation of change strategies used in a complex large scale change program in health and social services in Sweden, aimed at changing professionals' health promoting practices. The purpose is to investigate the change strategies used over time and describe the potential variation in key change agent views, using a framework inspired by De Caluwé and Vermaak's multi paradigm change typology. Design/methodology/approach – The first six years of the regional multi-sector program are examined. Results are based on content analyses of interviews with key change actors, and archival data describing program activities. Respondents belonged to either the strategic or the operational program management team, representing different sectors of health and social services in a region. Findings – Multiple strategy paradigms showed varying influence over the program's different phases, partly due to program progress, change agent influence and/or varying contextual demands. Respondents' views on strategies and program focus varied depending on their program roles. Respondents expressed insights about the varying conditions for change and on the conflicting expectations within and between program management teams. Originality/value – This study introduces the application of a new framework on a large scale, complex change program. The framework sheds light on a number of basic assumptions and change strategies that can be further compared with content and context factors, barriers, facilitators, outcomes, and in turn with other programs.