How to change organisational culture: Action research in a South African public sector primary care facility
African Journal of Primary Health Care & Family Medicine
| Field | Value | |
| Title | How to change organisational culture: Action research in a South African public sector primary care facility | |
| Creator | Mash, Robert De Sa, Angela Christodoulou, Maria | |
| Description | Background: Organisational culture is a key factor in both patient and staff experience of the healthcare services. Patient satisfaction, staff engagement and performance are related to this experience. The department of health in the Western Cape espouses a values-based culture characterised by caring, competence, accountability, integrity, responsiveness and respect. However, transformation of the existing culture is required to achieve this vision. Aim: To explore how to transform the organisational culture in line with the desired values. Setting: Retreat Community Health Centre, Cape Town, South Africa. Methods: Participatory action research with the leadership engaged with action and reflection over a period of 18 months. Change in the organisational culture was measured at baseline and after 18 months by means of a cultural values assessment (CVA) survey. The three key leaders at the health centre also completed a 360-degree leadership values assessment (LVA) and had 6 months of coaching. Results: Cultural entropy was reduced from 33 to 13% indicating significant transformation of organisational culture. The key driver of this transformation was change in the leadership style and functioning. Retreat health centre shifted from a culture that emphasised hierarchy, authority, command and control to one that established a greater sense of cohesion, shared vision, open communication, appreciation, respect, fairness and accountability. Conclusion: Transformation of organisational culture was possible through a participatory process that focused on the leadership style, communication and building relationships by means of CVA and feedback, 360-degree LVA, feedback and coaching and action learning in a co-operative inquiry group. | |
| Publisher | AOSIS | |
| Date | 2016-08-31 | |
| Identifier | 10.4102/phcfm.v8i1.1184 | |
| Source | African Journal of Primary Health Care & Family Medicine; Vol 8, No 1 (2016); 9 pages 2071-2936 2071-2928 | |
| Language | eng | |
| Relation |
The following web links (URLs) may trigger a file download or direct you to an alternative webpage to gain access to a publication file format of the published article:
https://phcfm.org/index.php/phcfm/article/view/1184/1835
https://phcfm.org/index.php/phcfm/article/view/1184/1837
https://phcfm.org/index.php/phcfm/article/view/1184/1836
https://phcfm.org/index.php/phcfm/article/view/1184/1814
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