Examining change responsiveness in healthcare and the frontline leader at Chatham-Kent Health Alliance

Abstract

This thesis used an action engaged research methodology to cocreate actionable strategies that the senior leadership team at Chatham-Kent Health Alliance can use to support their staff in future change initiatives. This study investigated the question: How might frontline leaders at Chatham-Kent Health Alliance contribute to a change management framework that could inform future change initiatives? A qualitative sequential data collection approach was applied using interviews and a small group design activity. Four main themes emerged from the data: (a) perceptions and adaption to change, (b) input from managers and frontline staff versus tokenism, (c) communication processes during change, and (d) understanding the change and applying context. The project recommendations focused on cocreating a change management framework that can be used by the organization. This study adhered to the Royal Roads University Research Ethics Policy.