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Cultural change in a learning disability secure service: the role of the ‘toggle’ group
Author(s) -
ASTBURY G.,
LOVELL A.,
MASON T.,
FROOM K.
Publication year - 2011
Publication title -
journal of psychiatric and mental health nursing
Language(s) - English
Resource type - Journals
SCImago Journal Rank - 0.69
H-Index - 63
eISSN - 1365-2850
pISSN - 1351-0126
DOI - 10.1111/j.1365-2850.2011.01725.x
Subject(s) - resistance (ecology) , context (archaeology) , thematic analysis , service (business) , focus group , psychology , perception , change management (itsm) , unit (ring theory) , social psychology , public relations , qualitative research , sociology , business , political science , marketing , mathematics education , ecology , social science , paleontology , neuroscience , lean manufacturing , biology
Accessible summary• The transitional context of the service changing from medium to low secure status, in conjunction with a number of other factors, served to create circumstances of considerable uncertainty within the unit. • The implementation of change management often meets with strategies of resistance, although this is primarily motivated by complex motives such as a desire to retain the positive characteristics of the service. • The research discussed here identified three groups of staff working within one learning disability service in transition from medium to low secure, positive, negative and ‘toggle’, the latter of which varied in terms of resistance according to prevailing circumstances.Abstract This paper reports the findings of a study into the management of change within a learning disability service in transition from medium to low secure status. The relationship between the service culture and resistance to change was a key consideration. A focus group approach was utilized with eight professionals from a range of disciplines meeting on six separate occasions, and the data were subsequently subject to thematic analysis. The study findings revealed markedly different perceptions of the response of the staff team to the implementation of change, with three groups adopting very different identities and allegiances: a dynamic group, embracing change and showing initiative, a strategically resistant group and a third group, the ‘toggle’, vacillating between the other two groups according to changing circumstances. The paper concludes that the toggle group were extremely influential with regard to the implementation of change, and may be of significance in analysis of strategies of resistance.