Changing a Medical Education Curriculum: Challenges of Change Communications
This paper investigates organisational change management in a curriculum change project at an Australian higher education institution and, more specifically, analyses the human factors in this process: communication strategies, empowerment and involvement, and overall approach to change management. As communication is the life blood of an organisation and the oxygen of change within any organisation, this paper emphasises communications strategies to engage and inform the relevant stakeholders in the change project.
The study involves a specific case at the University of Sydney Medical School, where a change sizing survey was implemented. The findings reveal that for the change to be effective, stakeholders require involvement, empowerment and clear communications. This paper’s goal is to successfully implement change – an objective of which is stakeholder buy-in.
2. AMBiT Consulting Inc., (2017), http://www.ambit-consulting.com/projects.html
3. Barge, K.J., Lee, M., Maddux, K., Nabring, R., and Townsend, B. (2008) Managing Dualities in Planned Change Initiatives, Journal of Applied Communication Research, 36(4)364-390.
4. Beyer, L.E. & Liston, D.P. (l996). Curriculum in conflict: Social visions, educational agenda, and progressive school reforms. New York: Teachers College Press, Columbia University.
5. Bridgeman, A. (2017). Welcome to the Open Learning Environment. Retrieve from http://sydney.edu.au/education-portfolio/ei/teaching@sydney/welcome-openlearning-environment/
6. Chreim, S. (2002). Influencing Organizational Identification During Major Change: A Communication- Based Perspective. Human Relations, Volume: 55 issue: 9, page(s): 1117-1137, SAGE.
7. Fairhurst, G. T. (1993). Echoes of the vision: when the rest of the organization talks total quality. Management Communication Quarterly, 6(4): 331–371.
8. Fairhurst, G. T. (2008). Discursive Leadership A Communication Alternative to Leadership Psychology. Management Communication Quarterly. 21(4):510-521.
9. Gornitzka, A., Kogan, M., & Amaral, A. (2005). Reform and change in higher education. Implementation Policy Analysis.
10. Grunig, J. (1992), Excellence in Public Relations and Communication Management, Lawrence Erlbaum Associates, Hillsdale, NJ, pp. 531‐76.
11. Heller, R. (1998), In Search of European Excellence, 2nd ed., Caledonian International Book Manufacturing, Glasgow.
12. Hiatt, J. and Creasey, T.J. (2003). Change Management: the People Side of Change Prosci Research, Colorado, USA.
13. Johnson‐Cramer, M., Cross, R. and Yan, A. 2003. Sources of fidelity in purposive organizational change: Lessons from a re‐engineering case. Journal of Management Studies, 40(7): 1837–1869.
14. Keesing-Styles, L., Nash, S., & Ayres, R. (2014). Managing curriculum change and ‘ontological uncertainty’ in tertiary education. Higher Education Research & Development, 33(3), 496-509.
15. Kegan, R. and Lahey L.L. (2001). The real reason people won't change Harvard Business Review.
16. Kitchen, P.J. and Daly, F. (2002) "Internal communication during change management", Corporate Communications: An International Journal, 7(1):46-53.
17. Kotter, J. P. 1996. Leading Change, Boston, MA: Harvard Business School Press.
18. Lad, P. (2014). ADKAR: A Model for Delivering Personal and Corporate Transformation, https://www.pcubed.com/bulletins/adkar-model-delivering-personal-and-corporatetransformation.11
19. Lewis, L.K. (2007). An Organizational Stakeholder Model of Change Implementation Communication. Communication Theory. 17(2):176–204.
20. Lewis, L.K. and Seibold, D.R. (2009). Communication during intraorganizational innovation adoption: Predicting users' behavioral coping responses to innovations in organizations. Communication Monographs. 63(2): 131-157.
21. Lipitt, M. (1997), “Say what you mean, mean what you say”, Journal of Business Strategy, 19(4):18‐20.
22. Lipitt, M. (1997), “Say what you mean, mean what you say”, Journal of Business Strategy, Vol. 19 No. 4, pp. 18‐20.
23. MacDonald, J.B. (l975). Curriculum and human interests. In W. Pinar (Ed.), Curriculum theorizing: The reconceptualist, (283-294). Berkeley, CA: McCutchan.
24. Markku T. Nousiainen, Kelly J. Caverzagie, Peter C. Ferguson, Jason R. Frank & on behalf of the ICBME Collaborators (2017) Implementing competency-based medical education: What changes in curricular structure and processes are needed?, Medical Teacher, 39:6, 594-598.
25. Moran, J. W. and Brightman, B. K. 2001. Leading organizational change. Career Development International, 6(2): 111–118.
26. Mumford, M. D., Zaccaro, S. J., Harding, F. D., Jacobs, T. O., & Fleishman, E. A. (2000). Leadership skills for a changing world: Solving complex social problems. The Leadership Quarterly, 11(1), 11-35.
27. Muratbekova‐Touron, M. 2005. Permanence and change: Case study of changes in organizational culture at a multinational company. Journal of Change Management, 5(2): 207–219.
28. Ngirwa, C. C., Euwema, M., Babyegeya, E., & Stouten, J. (2014). Managing change in higher education institutions in Tanzania. Higher Education Management and Policy, 24(3), 127-144.
29. Sustaining Change (2017, December 13). http://www.optimumfx.com/what-wedo/sustaining-change/
30. Paterson, K. (2000), ’‘Courting employees”, Best’s Review, Vol. 100 No. 12, pp. 81‐3.
31. Peters, T.J. and Waterman, R.H. (1982), In Search of Excellence, HarperCollins, London.
32. Porter, M. (1985), Competitive Advantage, The Free Press, New York, NY.
33. Russ, T.L. (2008). Communicating Change: A Review and Critical Analysis of Programmatic and Participatory Implementation Approaches. Journal of change management 8(3-4): 199-211.
34. Seibold, D. R. , & Shea, B. C. (2001). Participation and decision making. In F. M. Jablin & L. L. Putnam (Eds.), The new handbook of organizational communication (pp. 664-703). Thousand Oaks, CA: Sage.
35. Singhal, P. (2017). Sydney University ranked fourth in world for graduate employability. Retrieve from http://www.smh.com.au/national/education/sydney-university-rankedfourth-in-world-for-graduate-employability-20170911-gyeuk9.html
36. Spike, B.K. and Lesser (1995), “We have met the enemy”, Journal of Business Strategy, Vol. 16 No. 2, pp. 17‐23.12
37. Steblay, L. (2014). Organizational Change Communications Strategy Prepared by Principal Consultant, https://www.slideshare.net/Lsteblay/org-change-communicationsstrategy.
38. Struckman, C.K., Yammarino, F.J. (2003). Organizational change: A categorization scheme and response model with readiness factors" Research in Organizational Change and Development. 28(2):234-262.
39. USyd (2017). University of Sydney graduates again rated Australia’s most employable. Retrieve from https://sydney.edu.au/news-opinion/news/2017/09/12/university-ofsydney-graduates-again-rated-Australias-most-employable.html
40. Van de Ven, A. H. and Poole, M. S. 2005. Alternative approaches for studying organizational change. Organization Studies, 26(9): 1377–1404.
41. Verhulst, E., & Lambrechts, W. (2015). Fostering the incorporation of sustainable development in higher education. Lessons learned from a change management perspective. Journal of Cleaner Production, 106, 189-204.
42. Zorn, T. (2002). Forum introduction: Current uses, critical appraisals and future prospects. Management Communication Quarterly, 15, 439-441.
Copyright (c) 2018 IJRDO - Journal of Business Management (ISSN: 2455-6661)
This work is licensed under a Creative Commons Attribution-NonCommercial-NoDerivatives 4.0 International License.
Author(s) and co-author(s) jointly and severally represent and warrant that the Article is original with the author(s) and does not infringe any copyright or violate any other right of any third parties, and that the Article has not been published elsewhere. Author(s) agree to the terms that the IJRDO Journal will have the full right to remove the published article on any misconduct found in the published article.