Successful change processes in hospitals require leaders with strong competence and personal suitability, who can develop resource efficient and creative solutions. We have investigated how division leaders handle change processes and solve problems that arise in cross-disciplinary meeting activities.
Eight division leaders at two hospitals in the same region of Norway have gone through in-depth interviews about change leadership.
Some of the division leaders were familiar with facilitating change processes and used a range of methods and tools, but the majority had limited insight into which methods would be most appropriate in the various phases of a change process. They signalised that the most difficult challenge was to handle interactions dominated by suspicion, negative interpretation, assumptions and hidden agendas. Such interplays were the most limiting factor in the development of a common understanding of demands, goals and commitment to change processes across departments and units.