"You call it a structure taboo!" : Relating consultant experiences to changing dynamics in healthcare

Antonie van Nistelrooij, Thijs Homan

Research output: Contribution to journalArticleAcademicpeer-review

Abstract

Purpose: The purpose of this paper is to provide a comprehensive reflective perspective on the effects of an intervention in a healthcare organization, as experienced by a consultant. What does a consultant experience when things flounder?

Design/methodology/approach: This paper applies a complex responsive process approach as a research perspective and autoethnography as a method to better understand the tensions of a consultant in interacting with members of a client-system.

Findings: Focusing on the experiences of the first author during his work as a consultant in a healthcare institution. This approach contributes to the literature by providing a witness, rather than an aboutness, perspective on the experiences of a consultant during a completely unexpected event.

Research limitations/implications: This paper is limited by looking at one case in the public sector. It should be considered as exploratory research.

Originality/value: The paper can be of value to consultants who are working as a facilitator, as well as to management scholars and practitioners in the field of change management.
Original languageEnglish
Pages (from-to)182-193
Number of pages12
JournalJournal of Organizational Change Management
Volume32
Issue number2
DOIs
Publication statusPublished - 8 Apr 2019

Keywords

  • Organizational change
  • Organizational autoethnography
  • Management consultancy
  • Unexpected developments in change projects

Cite this

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title = "{"}You call it a structure taboo!{"} : Relating consultant experiences to changing dynamics in healthcare",
abstract = "Purpose: The purpose of this paper is to provide a comprehensive reflective perspective on the effects of an intervention in a healthcare organization, as experienced by a consultant. What does a consultant experience when things flounder?Design/methodology/approach: This paper applies a complex responsive process approach as a research perspective and autoethnography as a method to better understand the tensions of a consultant in interacting with members of a client-system.Findings: Focusing on the experiences of the first author during his work as a consultant in a healthcare institution. This approach contributes to the literature by providing a witness, rather than an aboutness, perspective on the experiences of a consultant during a completely unexpected event.Research limitations/implications: This paper is limited by looking at one case in the public sector. It should be considered as exploratory research.Originality/value: The paper can be of value to consultants who are working as a facilitator, as well as to management scholars and practitioners in the field of change management.",
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"You call it a structure taboo!"  : Relating consultant experiences to changing dynamics in healthcare. / van Nistelrooij, Antonie; Homan, Thijs.

In: Journal of Organizational Change Management, Vol. 32, No. 2, 08.04.2019, p. 182-193.

Research output: Contribution to journalArticleAcademicpeer-review

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AU - Homan, Thijs

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AB - Purpose: The purpose of this paper is to provide a comprehensive reflective perspective on the effects of an intervention in a healthcare organization, as experienced by a consultant. What does a consultant experience when things flounder?Design/methodology/approach: This paper applies a complex responsive process approach as a research perspective and autoethnography as a method to better understand the tensions of a consultant in interacting with members of a client-system.Findings: Focusing on the experiences of the first author during his work as a consultant in a healthcare institution. This approach contributes to the literature by providing a witness, rather than an aboutness, perspective on the experiences of a consultant during a completely unexpected event.Research limitations/implications: This paper is limited by looking at one case in the public sector. It should be considered as exploratory research.Originality/value: The paper can be of value to consultants who are working as a facilitator, as well as to management scholars and practitioners in the field of change management.

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