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 MyersBriggs, FIROB, 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 actionoriented 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 highperformance 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 MyersBriggs, FIROB, 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 actionoriented 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 highperformance 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
SN - 0143-7739
VL - 30
SP - 408
EP - 420
JO - Leadership & Organization Development Journal
JF - Leadership & Organization Development Journal
IS - 5
ER -