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People and Teams Matter in Organizational Change: Professionals’ and Managers’ Experiences of Changing Governance and Incentives in Primary Care

机译:人员和团队在组织变革中至关重要:专业人员和经理在基层医疗中改变治理和激励措施的经验

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摘要

>ObjectivesTo explore the experiences of governance and incentives during organizational change for managers and clinical staff.>Study SettingThree primary care settings in England in 2006–2008.>Study DesignData collection involved three group interviews with 32 service users, individual interviews with 32 managers, and 56 frontline professionals in three sites. The Realistic Evaluation framework was used in analysis to examine the effects of new policies and their implementation.>Principal FindingsIntegrating new interprofessional teams to work effectively is a slow process, especially if structures in place do not acknowledge the painful feelings involved in change and do not support staff during periods of uncertainty.>ConclusionsEliciting multiple perspectives, often dependent on individual occupational positioning or place in new team configurations, illuminates the need to incorporate the emotional as well as technocratic and system factors when implementing change. Some suggestions are made for facilitating change in health care systems. These are discussed in the context of similar health care reform initiatives in the United States.
机译:>目标探索组织变革中经理和临床人员的治理和激励措施的经验。>研究环境 2006年至2008年英格兰的三种基本医疗环境。>研究设计数据收集涉及在三个站点中对32位服务用户进行的三个小组访谈,对32位经理和56位一线专业人员的单独访谈。在分析中使用了“现实评估”框架来检查新政策及其实施的效果。>主要发现整合新的跨行业团队以使其有效工作是一个缓​​慢的过程,尤其是如果现有的结构没有意识到痛苦的情况改变涉及情感,在不确定的时期不支持员工。>结论提出多种观点,通常取决于个人的职业定位或在新的团队配置中的位置,这说明需要将情感和技术官僚相结合和实施变更时的系统因素。为促进卫生保健系统的变化提出了一些建议。这些是在美国类似的医疗改革举措的背景下进行讨论的。

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