The Experts below are selected from a list of 359064 Experts worldwide ranked by ideXlab platform
K. Chahal - One of the best experts on this subject based on the ideXlab platform.
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A strategic framework for Change management
Construction Management and Economics, 2019Co-Authors: Andrew D.f. Price, K. ChahalAbstract:Many organizations have undergone substantial Change over recent years and the importance of organizational culture to organizational analysis and Change management has been increasingly recognized. However, the Implementation of Change is a complex process that is not always successful due to a variety of reasons. Failure in most Change processes can be traced back to poor communications and underestimation of the amount of retraining required. The main aim of this research is to identify the key steps that could improve the management of Change. Literature relating to organizational culture, the need for Change, types of Change and resistance to Change was used to develop a theoretical basis for the research. Organizational Change management case studies and exploratory interviews were used to document experiences of organizational Change and develop a strategic framework for Change management. Validation was through acceptance and adoption of the developed process within a construction-based organization. The research has demonstrated how well-planned Change helps to ensure that Change is successfully implemented. Critical to successful Change is not only the development of more efficient and effective processes but alignment of organizational culture to support these new processes.
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A strategic framework for Change management
Construction Management and Economics, 2006Co-Authors: Andrew D.f. Price, K. ChahalAbstract:Many organizations have undergone substantial Change over recent years and the importance of organizational culture to organizational analysis and Change management has been increasingly recognized. However, the Implementation of Change is a complex process that is not always successful due to a variety of reasons. Failure in most Change processes can be traced back to poor communications and underestimation of the amount of retraining required. The main aim of this research is to identify the key steps that could improve the management of Change. Literature relating to organizational culture, the need for Change, types of Change and resistance to Change was used to develop a theoretical basis for the research. Organizational Change management case studies and exploratory interviews were used to document experiences of organizational Change and develop a strategic framework for Change management. Validation was through acceptance and adoption of the developed process within a construction‐based organizati...
Yuhan Rao - One of the best experts on this subject based on the ideXlab platform.
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a practical sampling method for assessing accuracy of detected land cover land use Change theoretical analysis and simulation experiments
Isprs Journal of Photogrammetry and Remote Sensing, 2018Co-Authors: Jin Chen, Yuhan RaoAbstract:Abstract Accuracy assessment plays a crucial role in the Implementation of Change detection, which is commonly used to track land surface Changes and ecosystem dynamics. There are currently two major indicators for accuracy assessment of Change detection: the binary Change accuracy (ca) and the overall transition accuracy (ta). The overall transition accuracy has been recommended over Change accuracy, because the binary Change accuracy does not consider the accuracy of the types of Changes of the underlying land cover classes. However, the application of overall transition accuracy has been limited by the challenge of collecting enough representative samples with a practical sampling strategy to meet the users’ requirement of precision. This study provides an iterative sampling framework to ensure that the precision of the estimated overall transition accuracy meets the users’ predefined requirement. We use a set of simulated Change maps to comprehensively examine the effectiveness and robustness of the proposed sampling strategy. The simulation-based results demonstrate that the proposed framework can achieve satisfactory performance for transition accuracy assessment and it is robust against different properties of classification results and target landscapes, including the degree of fragmentation, proportions of land cover types, and temporal correlation of the classification error between individual dates. The effectiveness, robustness and practicality of the proposed sampling strategy will enable producers and users of land cover/land use Change maps to get reliable and meaningful accuracy assessment for further applications.
Fedde Scheele - One of the best experts on this subject based on the ideXlab platform.
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are they ready organizational readiness for Change among clinical teaching teams
Advances in medical education and practice, 2017Co-Authors: Lindsay Bank, Marielle Jippes, Scheltus J. Van Luijk, Corry Den Rooyen, Jimmie Leppink, Fedde Scheele, Albert J J A ScherpbierAbstract:Introduction: Curriculum Change and innovation are inevitable parts of progress in postgraduate medical education (PGME). Although implementing Change is known to be challenging, Change management principles are rarely looked at for support. Change experts contend that organizational readiness for Change (ORC) is a critical precursor for the successful Implementation of Change initiatives. Therefore, this study explores whether assessing ORC in clinical teaching teams could help to understand how curriculum Change takes place in PGME. Methods: Clinical teaching teams in hospitals in the Netherlands were requested to complete the Specialty Training's Organizational Readiness for curriculum Change, a questionnaire to measure ORC in clinical teaching teams. In addition, Change-related behavior was measured by using the "behavioral support-for-Change" measure. A two-way analysis of variance was performed for all response variables of interest. Results: In total, 836 clinical teaching team members were included in this study: 288 (34.4%) trainees, 307 (36.7%) clinical staff members, and 241 (28.8%) program directors. Overall, items regarding whether the program director has the authority to lead scored higher compared with the other items. At the other end, the subscales "management support and leadership," "project resources," and "Implementation plan" had the lowest scores in all groups. Discussion: The study brought to light that program directors are clearly in the lead when it comes to the Implementation of educational innovation. Clinical teaching teams tend to work together as a team, sharing responsibilities in the Implementation process. However, the results also reinforce the need for Change management support in Change processes in PGME.
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Specialty Training's Organizational Readiness for curriculum Change (STORC): development of a questionnaire in a Delphi study
BMC Medical Education, 2015Co-Authors: Lindsay Bank, Marielle Jippes, Scheltus J. Van Luijk, Corry Den Rooyen, Albert J J A Scherpbier, Fedde ScheeleAbstract:Background In postgraduate medical education (PGME), programs have been restructured according to competency-based frameworks. The scale and implications of these adjustments justify a comprehensive Implementation plan. Organizational Readiness for Change (ORC) is seen as a critical precursor for a successful Implementation of Change initiatives. Though, ORC in health care settings is mostly assessed in small scale settings and in relation to new policies and practices rather than educational Change. Therefore our aim with this work was to develop an instrument to asses Specialty Training’s Organizational Readiness for curriculum Change (STORC).
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Specialty Training's Organizational Readiness for curriculum Change (STORC): development of a questionnaire in a Delphi study
BMC Medical Education, 2015Co-Authors: Lindsay Bank, Marielle Jippes, Scheltus J. Van Luijk, Corry Den Rooyen, Albert J J A Scherpbier, Fedde ScheeleAbstract:Background In postgraduate medical education (PGME), programs have been restructured according to competency-based frameworks. The scale and implications of these adjustments justify a comprehensive Implementation plan. Organizational Readiness for Change (ORC) is seen as a critical precursor for a successful Implementation of Change initiatives. Though, ORC in health care settings is mostly assessed in small scale settings and in relation to new policies and practices rather than educational Change. Therefore our aim with this work was to develop an instrument to asses Specialty Training’s Organizational Readiness for curriculum Change (STORC).
M Lockett - One of the best experts on this subject based on the ideXlab platform.
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PTU-267 Training in gastroenterology in severn: Implementation of Change improves training
Gut, 2012Co-Authors: U Chelvaratnam, E A Arthurs, T Mehta, S Pugh, M LockettAbstract:Introduction Feedback on training posts is collected by a variety of different bodies. The Quality Panel was developed to review the quality of gastroenterology training in the region. Feedback on training posts was found to be of variable quality, incomplete, and difficult to analyse. The aim was to create a specific, reproducible method of assessing gastroenterology and general internal medicine (GIM) training, to provide feedback on individual posts and facilitate improvements in training. In 2010 we conducted a survey of training within the region which identified specific areas for improvement which were fed back to individual trusts. This survey was repeated in 2011 to assess for Changes. Methods The 2010 survey comprised of 55 questions within seven domains of gastroenterology and GIM training. Questions were determined based on previous surveys and areas of importance according to consultant and trainee opinion. It was emailed to all registrars in the Severn deanery. Data were collected for the last 3 years of training (2007–2010); preserving anonymity and eliminating bias. Answers correlated to numerical scores, with high scores correlating with high quality. Mean scores were calculated per domain, per trust; a total score was then calculated. The data were presented to the Quality Panel and training committee. Individualised feedback was given to each trust. The survey was repeated in 2011 (with 18 additional questions) to monitor improvements and was analysed with data from 2008 to 2010. Results The 2010 survey included 37 anonymised responses from 21 trainees at nine hospitals within the Severn region. Responses by trust varied from 3 to 9. Mean overall numerical score was 26.1 (range 24.4–28.6). All trusts scored lowest in providing GIM training with a mean score of 3.1 (range 2.7–3.6); educational support scored highest with a mean score of 4.4 (range 3.4–4.8). The 2011 survey included 46 anonymised responses from 21 trainees at nine hospitals. Responses by trust varied from 3 to 8. Mean overall numerical score was 26.8 (range 24.7–28.7) and 34.2 (range 31–36.8) with the additional questions. All trusts either improved or retained the same score. All trusts scored lowest in providing GIM training with a mean score of 3.3 (range 2.9–3.8); educational support scored highest with a mean score of 4.5 (range 4–4.8). Conclusion Creation of a new survey achieved a good response rate and generated speciality specific outcomes and relevant data. This method of assessing training facilitates informed feedback to trusts. Repetition of the survey has shown that feedback-led Implementation of Change has improved training in Severn. By collecting data on 3 years of training, improvements may have been underestimated. The methodology is reproducible and may benefit training in other specialities. Competing interests None declared.
Michel Wensing - One of the best experts on this subject based on the ideXlab platform.
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Improving Patient Care - Theories on Implementation of Change in healthcare
Improving Patient Care, 2013Co-Authors: Richard Grol, Michel Wensing, Marije Bosch, Marlies E. J. L. Hulscher, Martin P EcclesAbstract:Summary This chapter presents a number of current, popular theories from different disciplines in four categories: theories that focus on individual factors, theories about social influence, theories about the influence of organizational factors, and theories about the influence of economic factors on changing healthcare. The theories are divided into impact theories and process theories. The chapter focuses primarily on impact theories which suggest concrete factors that may influence Change processes. Many theories can contribute to describing and explaining effective Implementation of Changes in patient care. For practical purposes, an integrated model is needed that offers direct support for designing and planning Implementation activities in normal patient care. Two practical and commonplace examples are used to illustrate the theories. The first example is hand hygiene. The second example concerns the management of patients with diabetes mellitus.
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planning and studying improvement in patient care the use of theoretical perspectives
Milbank Quarterly, 2007Co-Authors: Richard Grol, Marije Bosch, Marlies E. J. L. Hulscher, Martin P Eccles, Michel WensingAbstract:A consistent finding in articles on quality improvement in health care is that Change is difficult to achieve. According to the research literature, the majority of interventions are targeted at health care professionals. But success in achieving Change may be influenced by factors other than those relating to individual professionals, and theories may help explain whether Change is possible. This article argues for a more systematic use of theories in planning and evaluating quality-improvement interventions in clinical practice. It demonstrates how different theories can be used to generate testable hypotheses regarding factors that influence the Implementation of Change, and it shows how different theoretical assumptions lead to different quality-improvement strategies.
