We often hear that is it difficult to change practices and policies in BC’s health authorities. At the same time, there is a large and growing literature on the topic of change management in health care. IHSTS would like to learn how change actually happens (which may be different from the theory in the literature), how successes are achieved and what challenges still exist.
We will follow an instrumental case study model that makes use of a series of cases studies in several of BC’s health authorities to examine how change processes occur in practice. We will begin with a rapid literature review to guide our general approach combined with key informant interviews with health authority leaders. During the case studies, we plan to pay attention to how interview participants make sense of four key areas of change:
- preparing for change;
- implementing change;
- spreading change, and;
- sustaining change
Specifically, how do context, competing priorities and deadlines, among other things, influence the approach to achieving change? Similar to realist evaluative approaches, we will continually ask: what worked, why and in what context as well as what hindered success?
Our approach of grounding our starting point in recent Canadian health-focused research, using an instrumental case study analysis to explore local experience ought to lead us to novel observations and practical practice recommendations for health authority leaders.