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Leading strategic change

Author

Listed:
  • Austin, Jim

    (Adjunct Assistant Professor, Brown University, USA)

Abstract

Most strategic change initiatives are never implemented. While one cannot guarantee a strategic result, two steps are essential for reducing risk and improving outcomes in Leading Strategic Change: firstly, adapting a strategic mindset that is open to more than just incremental change; secondly, execute, execute, execute. In the author’s experience, most strategic initiatives fail not for their poor strategic choices but for being unable to expand on prior mental models and for poor execution. This paper examines four common mental model pitfalls and proposes means of overcoming them, from frame narrowness to confirmation bias, groupthink and finally attribution bias. Execution depends on clear priorities; understanding stakeholder needs; and clear, simple, consistent communication.

Suggested Citation

  • Austin, Jim, 2022. "Leading strategic change," Management in Healthcare: A Peer-Reviewed Journal, Henry Stewart Publications, vol. 6(4), pages 335-350, June.
  • Handle: RePEc:aza:mih000:y:2022:v:6:i:4:p:335-350
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    More about this item

    Keywords

    strategic change; strategy; organisational change; strategic execution; healthcare organisational change; healthcare change management; leading change;
    All these keywords.

    JEL classification:

    • I1 - Health, Education, and Welfare - - Health
    • I10 - Health, Education, and Welfare - - Health - - - General

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