Evaluating Change at Alegent Health
Case Overview
Alegent Health (AH) conducted six large group interventions or “decision accelerators” (DA) to generate innovative strategies for the six clinical service areas. Researchers at USC’s Center for effective organizations contracted with AH to assess the impact of the interventions and help the organization learn how to leverage further change. The implementation feedback involved executive interviews and surveys from people who participated in the “review DAs”, thus reflecting on implementation progress and plan future changes and support a positive assessment of overall progress. People generally agreed that the implementation of the clinical strategies was going well. They were positive about social capital that had been created by the DAs, especially between managers and physicians, as well as evidence of culture change. Overall the majority of persons believed that the DAs were a great energizer for the organization, generated comprehensive strategies and catalyzed important changes. However the strengths of the DAs were mostly felt by top management while the perception of the DAs was weak in the middle of the organization. The absence of formal change management processes made important resource allocation decisions, trade-offs on technology, and coordination of quality processes across the systems more difficult. When the DA had more community participants, there were broader participation in the discussions, the debates were more intense, and the DA stayed on track. The results from the survey data revealed that the higher percentage of physicians the result was less comprehensive on the other hand when the DA had a high concentration of community participants, the vision was more comprehensive. Overall the DA affected a variety of changes in organization either directly or indirectly. The organization’s initial use of the
Alegent Health (AH) conducted six large group interventions or “decision accelerators” (DA) to generate innovative strategies for the six clinical service areas. Researchers at USC’s Center for effective organizations contracted with AH to assess the impact of the interventions and help the organization learn how to leverage further change. The implementation feedback involved executive interviews and surveys from people who participated in the “review DAs”, thus reflecting on implementation progress and plan future changes and support a positive assessment of overall progress. People generally agreed that the implementation of the clinical strategies was going well. They were positive about social capital that had been created by the DAs, especially between managers and physicians, as well as evidence of culture change. Overall the majority of persons believed that the DAs were a great energizer for the organization, generated comprehensive strategies and catalyzed important changes. However the strengths of the DAs were mostly felt by top management while the perception of the DAs was weak in the middle of the organization. The absence of formal change management processes made important resource allocation decisions, trade-offs on technology, and coordination of quality processes across the systems more difficult. When the DA had more community participants, there were broader participation in the discussions, the debates were more intense, and the DA stayed on track. The results from the survey data revealed that the higher percentage of physicians the result was less comprehensive on the other hand when the DA had a high concentration of community participants, the vision was more comprehensive. Overall the DA affected a variety of changes in organization either directly or indirectly. The organization’s initial use of the