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| Titre : |
Unlearning what has not been learnt
The paradox of conducting organisational change in hospital settings |
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| Numéro : |
47 |
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| Année : |
2013 |
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| Volume : |
XIX |
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| Auteur(s) : |
Thierry NOBRE |
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| Résumé : |
This article proposes a reflection on the organizational unlearning in the process of change management in hospitals and healthcare organizations. Given the configuration of a hospital, described as a professional bureaucracy by Minztberg (1982), it appears that the three main categories of healthcare professionals (management, medical corps and healthcare executives) mobilize differently the three levers necessary to drive change i.e. willingness, power and knowledge. This observation implies that organizational unlearning must adapt to this situation and is different according to stakeholders. This differentiation in the process of organizational unlearning, which is related to the different categories of healthcare professionals, is particularly important because it involves behaviors that are beyond knowledge and skills acquired consciously, but rather concerns the behavior resulting from socialization mechanisms that are integrated into the day to day operating of the hospital. |
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| Pages : |
151 - 163 |
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| Type : |
Research paper |
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| Keywords : |
organizational unlearning, hospital, organizational change |
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| APA : |
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| Citations : |
5 |
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| CAIRN : |
https://www.cairn.info/revue-internationale-de-psychosociologie-de-gestion-des-comportements-organisationnels-2013-47-page-151.htm |
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