Facilitating cognitive reframing and organizational readiness for large -scale change: A model of leadership, structural, and cultural dimensions

摘要

This research utilizes a longitudinal (1992--1997), ethnographic (comparative case study) approach to study the phenomenon of large-scale organizational change (LSOC) in two organizations: a large rural hospital and a division within a department of state government, while under the guidance of three separate leaders. Specifically, the study tracks various dimensions of organizational leadership, structure, and culture that facilitate or hinder breaking of cognitive schema, (i.e., reframing) held by organizational members necessary for reducing the failure and perturbation that usually accompany a LSOC process. Ledford, Mohrman, Mohrman, and Lawler (1989) suggest a LSOC is a "lasting change in the character of an organization that significantly alters its performance" (1989: 2). Essentially the organization reinvents some of its core aspects. Due to the extreme nature of such changes, organizational members must adopt new understandings of their organizational environment and change their role perceptions to be consistent with new methods of operation. Unless reframing of mindsets occurs, success of any LSOC effort is in jeopardy. Frequently, the result of ill-prepared change efforts is a waste of organizational resources, demoralization, and a loss of confidence in the organization.;The extant literature is used to develop a model of the organizational leadership, structural, and cultural dimensions that might impact the reframing process. However, this model is used only as a guide to key areas of data collection and does not, in itself, prescribe causal relationships. Theory building, qualitative methodologies of research emphasize discovery of important variables and relationships through use of comparative case studies. The data collection methods used include interviews, observations, and examination of archival and trace data.;Characteristics of model dimensions in the two organizations were uncovered in the qualitative data and consolidated into case profiles. Measures of these dimensions were also coded and incidence of dimensional measures was tallied to help visualize the data and profiles of the organizations as they changed over time. Propositions suggested by the literature regarding the impact of a number of these dimensions also are described and reviewed against the qualitative findings. Suggestions for follow-up research based on the qualitative findings are also given.