Overcoming change fatigue: lessons from Glasgow's National Health Service

摘要

Senior managers often embark on changing their organization reluctantly. After all, the empirical evidence suggests that change is often difficult to achieve. We have spent the last two years studying an organization that faced a particularly difficult change challenge and the study reveals some valuable insights. National Health Service Greater Glasgow and Clyde had a large and change-fatigued group of employees but needed to make change very quickly while facing real public scrutiny over the both the change process and performance outcomes. This paper explores some of the lessons learned from this longitudinal and in-depth study of complex, rapid and radical organizational change.