Exploring the Process of Implementing Healthy Workplace Initiatives: Mapping to Kotter's Leading Change Model
Stacie Chappell1, Melanie Pescud, Pippa Waterworth
1College of Business, Western New England University, Springfield, Massachusetts (Dr Chappell); School of Regulation and Global Governance (RegNet), The Australian National University, ANU College of Asia & the Pacific, Fellows Road, Canberra ACT (Dr Pescud); School of Sport Science, Exercise and Health, University of Western Australia, Crawley (Drs Pescud, Waterworth, Rosenberg); The Australian Prevention Partnership Centre, Ultimo, New South Wales (Dr Pescud); National Heart Foundation (WA), Perth (Mr Shilton); UWA Business School, (Ms Roche); Cancer Council WA, Perth (Ms Ledger, Slevin) and Health Promotion Evaluation Unit, University of Western Australia, Crawley (Dr Rosenberg).
Objective:
The aim of this study was to use Kotter's leading change model to explore the implementation of workplace health and wellbeing initiatives.
Methods:
Qualitative interviews were conducted with 31 workplace representatives with a healthy workplace initiative.
Results:
None of the workplaces used a formal change management model when implementing their healthy workplace initiatives. Not all of the steps in Kotter model were considered necessary and the order of the steps was challenged. For example, interviewees perceived that communicating the vision, developing the vision, and creating a guiding coalition were integral parts of the process, although there was less emphasis on the importance of creating a sense of urgency and consolidating change.
Conclusions:
Although none of the workplaces reported using a formal organizational change model when implementing their healthy workplace initiatives, there did appear to be perceived merit in using the steps in Kotter's model.
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