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A surrealistic mega-analysis of redisorganization theories
Andrew D Oxman1, David L Sackett, Iain Chalmers
1Norwegian Centre for Health Services Research, Pb 7004, St Olavs Plass, 0130 Oslo, Norway. oxman@online.no
Journal of the Royal Society of Medicine
|December 2, 2005
Summary
Repeated organizational changes are common, often lacking clear justification and costing trillions. This review highlights the cycle of redisorganization, driven by new leadership and consultancy fees, urging a need for ethical oversight.
Area of Science:
- Organizational Studies
- Management Science
- Health Services Management
Background:
- Organizations frequently undergo repeated reorganizations.
- This phenomenon is often driven by a lack of clear strategic rationale.
- The cycle of organizational change is a persistent issue in many sectors.
Purpose of the Study:
- To systematically review empirical evidence on organizational theories.
- To examine the phenomenon of repeated reorganizations.
- To understand the drivers and indicators of organizational change.
Main Methods:
- A systematic review of empirical evidence was conducted.
- The study involved a critical analysis of existing literature.
- Fictionalized scenarios were used to illustrate common realities.
Main Results:
- Repeated reorganizations are prevalent, with "no good reason" being a common cause.
- Trillions are spent annually on organizational planning, fueling the industry.
- New leadership and consultancy fees contribute to perpetual cycles of redisorganization.
Conclusions:
- The study proposes establishing ethics committees to review reorganization proposals.
- This aims to prevent uncontrolled experimentation on healthcare providers and users.
- Implementing ethical oversight is crucial to curb ineffective organizational changes.