This qualitative case study dissertation, using six locales for research, sought to identify strategic indicators, including processes and procedures, in healthcare organizations that perpetuate a culture change irrespective of administrative leadership turnover. The research focused on current patient satisfaction-focused culture change initiatives in healthcare organizations. The study examined the change initiatives underway in six different healthcare facilities, using questionnaires and personal, scripted interviews. Data collected was analyzed to draw inferences, utilizing statistical means and data ranges. The study found that members of senior management view the ability to continue efforts, after administrative leadership turnover, very differently. While CEOs view the initiative slowing down or even stopping, other members of management believed that the initiative would continue even with new leadership. The data revealed that the three most necessary elements to maintain an effort were: (1) clarity and communication of the initiative, (2) holding members of leadership, at all levels, accountable for implementation of the program and the standards of the program, and (3) Alignment and buy-in of senior leadership. The findings also showed that continuation of culture change initiatives must be driven from internal sources. The ability to maintain such changes when outside leadership is hired is greatly diminished, if not extinguished.
展开▼
