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Watershed Planning within a Quantitative Scenario Analysis Framework

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Contingency and paradoxes in management practices-development plan as a case.

Erlend Vik¹, Lisa Hansson²

¹Faculty of Business Administration and Social Sciences, Molde University College, Molde, Norway.

Journal of Health Organization and Management

|March 6, 2024

Summary

Hospital managers face challenges legitimizing development plans due to conflicting rationalities and top-down/bottom-up steering tensions. Understanding these dynamics is crucial for effective strategy implementation in healthcare.

Keywords:

Development plan Joint planning Management Norway Specialist care Strategic planning System theory

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Area of Science:

Healthcare Management
Organizational Development
Public Administration

Background:

Norwegian specialist healthcare mandates hospital clinics to create development plans.
This study examines the process of constructing a clinical-level development plan.

Purpose of the Study:

Analyze how managers navigate and legitimize planning processes.
Investigate how managers handle decision-making contingencies in strategy work.

Main Methods:

Qualitative case study design.
Data collected through public documents, observations, and interviews.

Main Results:

Development plans are shaped by multilevel translation of contending rationalities.
Clinical management struggled with process legitimization.
Tensions between top-down and bottom-up steering complicated involvement and decision management.

Conclusions:

Findings offer insights for public sector managers and policymakers on strategy document challenges.
Contributes to understanding managers' roles in navigating paradoxes and decision contingencies in healthcare organizations.