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dc.contributor.authorThiessen, Sheryl
dc.date.accessioned2020-02-06T23:02:27Z
dc.date.available2020-02-06T23:02:27Z
dc.date.issued2020-02-06
dc.date.submitted2020
dc.identifier.urihttps://viurrspace.ca/handle/10613/23006
dc.identifier.urihttp://dx.doi.org/10.25316/IR-14934
dc.description.abstractSuccessful organizational change hinges on active engagement and endorsement by the change recipients. This research evaluated the change readiness of laboratory leaders from each of British Columbia’s public health authority laboratory organizations as they entered a period of significant change affecting laboratory service delivery. Using an action research engagement methodology, individual interviews were conducted to determine the cognitive and affective change readiness attributes of these leaders, followed by a focus group session to collectively develop strategies to assist them in becoming ready for change. The findings suggest trust is the underlying factor when building the relationships necessary for organizations to undergo transformational organization change. Healthcare organizations need to think and act differently to be successful in times of rapidly changing environments and organizational uncertainty. Building readiness for change into the culture and character of the organization will enable it to respond nimbly to both planned and emergent change.
dc.subjectchange attributes
dc.subjectchange readiness
dc.subjectlaboratory leader
dc.subjectorganizational change
dc.subjectorganizational culture
dc.subjecttrust
dc.titleChange readiness of laboratory leaders in the system-level organization
dc.date.updated2020-02-06T23:02:29Z
dc.language.rfc3066en
dc.degree.nameM.A. in Leadership
dc.degree.levelMasters
dc.degree.disciplineSchool of Leadership Studies


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