Change management for services redesign in healthcare: a conceptual framework

Area of Science:

• Healthcare Management
• Organizational Change
• Health Services Research

Background:

• Healthcare organizations face challenges implementing process innovations due to professional autonomy and resistance to change.
• The shift towards value-based, patient-centered care necessitates effective change management strategies.
• Existing change management approaches in healthcare are often insufficient for complex service redesign.

Purpose of the Study:

• To propose a conceptual framework supporting change management in healthcare services redesign.
• To develop a structured approach integrating best practices and addressing barriers to change.
• To enhance the adoption of process innovations within healthcare organizations.

Main Methods:

• Development of a conceptual framework using Jabareen's multidimensional and multi-method approach.
• Systematic literature review, thematic and content analyses, concept aggregation, and graphical design.
• External validation through interviews and case study analysis in South Africa.

Main Results:

• The framework integrates 53 evidence-based practices, 42 change management models, and 244 implementation actions.
• Aggregation of concepts resulted in 15 macro topics applicable across all change levels.
• Validation highlighted the importance of people-focused strategies and managing resistance to change.

Conclusions:

• A 15-step framework for healthcare service redesign change management is proposed.
• The framework emphasizes stakeholder engagement, planning, communication, and continuous review.
• Further research is recommended for framework validation and adaptation across diverse healthcare settings.