Organizational Change Process in High Performing Organizations

ORGANIZATIONAL CHANGE PROCESS IN HIGH PERFORMING ORGANIZATIONS:
In-Depth Case Studies with Health Care Facilities

This study examined how seven health care facilities evolved to become "high performing" organizations. They were classified as such based on significant progress sustained over at least three years in patient and employee satisfaction, reduced employee turnover, increased market share or financial performance, and improvements in each facility's own quality indicators.

The study goals were to identify:

• The most influential factors in the success of high performing organizations
• Barriers they faced and how they overcame them
• How they harvested the energy from their success to propel them forward
• What they could have done better or differently
• The most significant changes observed in the hospital's cultures
• The most significant changes experienced in working relationships among departments and employees
• What percentage of "hardwiring" they have achieved and their plans to maintain or improve this level

Five factors consistently emerged as the most influential factors in the higher performers' success:

• Executive and senior leadership commitment
• Leadership evaluation and accountability

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