Meeting the challenges of culture and agency change in an academic health center

Arnold Bacigalupo, James Hess, John Fernandes

Research output: Contribution to journalArticle

4 Citations (Scopus)

Abstract

Purpose The purpose of this paper is to describe the methods used and the qualitative success of organizational development (OD) supported efforts to alter the culture and enhance agency outcomes of an academic health center. Design/methodology/approach MyersBriggs, FIROB, and DISC assessments plus consultations conducted by OD professionals determined emphasis should be targeted on people, structure, and processes to create a more strategic and actionoriented environment. The OD process accomplished: the alignment of managerial and personal styles with job responsibilities; the development of a change ready culture; the initiation of a coaching/mentoring system for individual development; the identification and ownership of core values; the reestablishment of more transparent communications; and the redistribution of power within the institution. Findings The OD process created an environment where performance was valued and rewarded. The institution has experienced record growth in the number of physicians attracted to the institution and in the number of patients served. Operational and fiscal performance measures also achieved record results. Beyond the metrics achieved, the institution developed a highperformance organization with relationships based upon trust and mutual respect. Originality/value OD provides the ability to challenge people in a collegial and a highly competitive environment. Thus, the capacity to continually improve and change is now built into the organization so it can adapt to changes in the external environment.

Original languageEnglish
Pages (from-to)408-420
Number of pages13
JournalLeadership & Organization Development Journal
Volume30
Issue number5
DOIs
StatePublished - 10 Jul 2009

Fingerprint

Health
Organizational development
Development process
Communication
External environment
Fiscal
Physicians
Responsibility
Core values
Mentoring
Design methodology
Performance measures
Individual development
Ownership
Competitive environment
Redistribution
Coaching
Alignment

Keywords

  • Health services
  • Organizational change
  • Organizational culture
  • Organizational development

Cite this

@article{e542c8617b3a44229569cdb33e999415,
title = "Meeting the challenges of culture and agency change in an academic health center",
abstract = "Purpose The purpose of this paper is to describe the methods used and the qualitative success of organizational development (OD) supported efforts to alter the culture and enhance agency outcomes of an academic health center. Design/methodology/approach MyersBriggs, FIROB, and DISC assessments plus consultations conducted by OD professionals determined emphasis should be targeted on people, structure, and processes to create a more strategic and actionoriented environment. The OD process accomplished: the alignment of managerial and personal styles with job responsibilities; the development of a change ready culture; the initiation of a coaching/mentoring system for individual development; the identification and ownership of core values; the reestablishment of more transparent communications; and the redistribution of power within the institution. Findings The OD process created an environment where performance was valued and rewarded. The institution has experienced record growth in the number of physicians attracted to the institution and in the number of patients served. Operational and fiscal performance measures also achieved record results. Beyond the metrics achieved, the institution developed a highperformance organization with relationships based upon trust and mutual respect. Originality/value OD provides the ability to challenge people in a collegial and a highly competitive environment. Thus, the capacity to continually improve and change is now built into the organization so it can adapt to changes in the external environment.",
keywords = "Health services, Organizational change, Organizational culture, Organizational development",
author = "Arnold Bacigalupo and James Hess and John Fernandes",
year = "2009",
month = "7",
day = "10",
doi = "10.1108/01437730910968688",
language = "English",
volume = "30",
pages = "408--420",
journal = "Leadership & Organization Development Journal",
issn = "0143-7739",
publisher = "Emerald Group Publishing Ltd.",
number = "5",

}

Meeting the challenges of culture and agency change in an academic health center. / Bacigalupo, Arnold; Hess, James; Fernandes, John.

In: Leadership & Organization Development Journal, Vol. 30, No. 5, 10.07.2009, p. 408-420.

Research output: Contribution to journalArticle

TY - JOUR

T1 - Meeting the challenges of culture and agency change in an academic health center

AU - Bacigalupo, Arnold

AU - Hess, James

AU - Fernandes, John

PY - 2009/7/10

Y1 - 2009/7/10

N2 - Purpose The purpose of this paper is to describe the methods used and the qualitative success of organizational development (OD) supported efforts to alter the culture and enhance agency outcomes of an academic health center. Design/methodology/approach MyersBriggs, FIROB, and DISC assessments plus consultations conducted by OD professionals determined emphasis should be targeted on people, structure, and processes to create a more strategic and actionoriented environment. The OD process accomplished: the alignment of managerial and personal styles with job responsibilities; the development of a change ready culture; the initiation of a coaching/mentoring system for individual development; the identification and ownership of core values; the reestablishment of more transparent communications; and the redistribution of power within the institution. Findings The OD process created an environment where performance was valued and rewarded. The institution has experienced record growth in the number of physicians attracted to the institution and in the number of patients served. Operational and fiscal performance measures also achieved record results. Beyond the metrics achieved, the institution developed a highperformance organization with relationships based upon trust and mutual respect. Originality/value OD provides the ability to challenge people in a collegial and a highly competitive environment. Thus, the capacity to continually improve and change is now built into the organization so it can adapt to changes in the external environment.

AB - Purpose The purpose of this paper is to describe the methods used and the qualitative success of organizational development (OD) supported efforts to alter the culture and enhance agency outcomes of an academic health center. Design/methodology/approach MyersBriggs, FIROB, and DISC assessments plus consultations conducted by OD professionals determined emphasis should be targeted on people, structure, and processes to create a more strategic and actionoriented environment. The OD process accomplished: the alignment of managerial and personal styles with job responsibilities; the development of a change ready culture; the initiation of a coaching/mentoring system for individual development; the identification and ownership of core values; the reestablishment of more transparent communications; and the redistribution of power within the institution. Findings The OD process created an environment where performance was valued and rewarded. The institution has experienced record growth in the number of physicians attracted to the institution and in the number of patients served. Operational and fiscal performance measures also achieved record results. Beyond the metrics achieved, the institution developed a highperformance organization with relationships based upon trust and mutual respect. Originality/value OD provides the ability to challenge people in a collegial and a highly competitive environment. Thus, the capacity to continually improve and change is now built into the organization so it can adapt to changes in the external environment.

KW - Health services

KW - Organizational change

KW - Organizational culture

KW - Organizational development

UR - http://www.scopus.com/inward/record.url?scp=70349627001&partnerID=8YFLogxK

U2 - 10.1108/01437730910968688

DO - 10.1108/01437730910968688

M3 - Article

AN - SCOPUS:70349627001

VL - 30

SP - 408

EP - 420

JO - Leadership & Organization Development Journal

JF - Leadership & Organization Development Journal

SN - 0143-7739

IS - 5

ER -