Page 31 - text

Four key approaches to change SeCtion one
Diagram C2: Change infrastructure in the recovery hub
While he had considerable experience of managing social work services this project was a larger scale and higher profile that Manager C had been responsible for previously. He was also anxious about his ability to engage and demonstrate authority with the health staff in particular. With the transfer of the social work staff into the Foundation Trust there were a number of managers in similar positions. His manager therefore approached the human resource department to set up an Action Learning Set for these managers to support them in their new roles.
Understanding the change
The next stage of the Action Research Approach is ‘data collection’. The university proposed using an organisational diagnostic model to frame the data gathering process. They suggested a number of potential models – Weisbord 6-Box Model, Organisational Congruence Model and Tichy’s Technical Political Cultural Framework. Manager C and the team leader psychology asked the lead researcher to present the models to the Project Implementation Group so that they could be part of the selection process and would have an understanding of what the model could provide. The Project Implementation Group decided to use the
28