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dc.contributor.authorAstbury, Geoff*
dc.contributor.authorLovell, Andy*
dc.contributor.authorMason, Tom*
dc.contributor.authorFroom, Katy*
dc.date.accessioned2012-02-20T09:04:04Zen
dc.date.available2012-02-20T09:04:04Z
dc.date.issued2011-11
dc.identifier.citationJournal of Psychiatric and Mental Health Nursing, 18(9), 2011, pp. 804- 812
dc.identifier.issn1351-0126en
dc.identifier.doi10.1111/j.1365-2850.2011.01725.x
dc.identifier.urihttp://hdl.handle.net/10034/211349
dc.descriptionThis article is not available through ChesterRep.
dc.description.abstractThis paper reports the findings of a study into the management of change within a learning disability service in transition from medium to low security 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 was 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 markedly different identities and allegiances. A dynamic group, embracing change and showing initiative, a strategically resistant group, and a third group, the ‘toggle’, swaying towards one of 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.
dc.language.isoenen
dc.relation.urlhttp://www.wiley.com/bw/journal.asp?ref=1351-0126en
dc.subjectchange managementen
dc.subjectlearning disabilityen
dc.subjectsecure serviceen
dc.subjectmedium secureen
dc.subjectresistanceen
dc.subjecttoggle groupen
dc.titleCultural change in a learning disability secure service: The role of the ‘toggle’ groupen
dc.typeArticleen
dc.contributor.departmentUniversity of Chester ; University of Chester ; University of Chester ; 5 Boroughs Partnership NHS Foundation Trust, Warrington
dc.identifier.journalJournal of Psychiatric and Mental Health Nursing
html.description.abstractThis paper reports the findings of a study into the management of change within a learning disability service in transition from medium to low security 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 was 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 markedly different identities and allegiances. A dynamic group, embracing change and showing initiative, a strategically resistant group, and a third group, the ‘toggle’, swaying towards one of 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.


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