Managing Change Across Boundaries: Boundary‐Shaking Practices1

To date, boundary spanning has primarily been conceived of as an activity relating an organization to its environment, including other organizations with which it cooperates and competes. In contrast, this study focuses on the boundary spanning practices of individuals acting as change agents to implement boundary‐shaking change initiatives across intra‐organizational boundaries. These boundary‐shaking individuals all work for blue‐chip organizations in sectors as diverse as pharmaceuticals, consultancy and automotive. The change initiatives are equally diverse, including post‐merger integration, exploitation of across‐business synergies and implementing more integrative structures. Through our examination of boundary‐shakers we are able to extend what we know about internal change agency and change agent skills and practices. Our starting point is that organizations are comprised of networks of people with a degree of common interest. Our research shows our research subjects to be active movers and shakers in these networks, using their knowledge of the organizational political context and the motivations of others to create new networks (or new meanings within old networks), which then enables them to pursue their change objectives.     

Improving Intimate Partner Violence Services in Home Visiting: A Multisite Learning Collaborative Approach

Abstract

To improve intimate partner violence (IPV) service delivery, the Florida Maternal, Infant, and Early Childhood Home Visiting (MIECHV) Initiative’s continuous quality improvement (CQI) team implemented a Breakthrough Series model Learning Collaborative with eight program sites. Using mixed-methods, we: examined post-Collaborative changes in Florida MIECHV home visitors’ knowledge, system awareness, and confidence; identified strategies to address challenges in supporting families with IPV; and assessed post-Collaborative program improvements. The Collaborative included three interactive 2-day sessions, six webinars, and testing strategies using the Model for Improvement (Plan-Do-Study-Act). Three online surveys assessed changes influencing IPV screening, referrals, and safety planning. Thematic content analysis of qualitative data revealed existing barriers and strategies to address challenges. Home visitors reported accurate knowledge (change: 2.3%-34.8%), confidence (change: 31.8%-37.9%), and system awareness (change: 22.7%-53.5%) for all items from baseline to final survey. There was also an increase in rates of IPV screening (change: 88.0%-91.0%) and referrals (change: 43.0%-100.0%). Strategies for addressing challenges in supporting families experiencing IPV were identified at the individual (self-care, continuous education); interpersonal (reflective supervision, trauma-informed approach); organizational (defining success, supportive agency/program, policies); and community (collaboration with IPV service providers) levels. Lessons learned from the MIECHV IPV Learning Collaborative informed future CQI projects.     

From Blaming the Middle to Harnessing its Potential: Creating Change Intermediaries

Middle managers have been under attack as organizational downsizing and reengineering have reduced their number. They are also frequently portrayed as obstructive and resistant to change. However, recent research suggests that managers at middle levels in organizations may be able to make a strategic contribution. Data from research on how managers in an organization undergoing transformation experience change are used to build on this existing research to demonstrate that middle managers fulfil a complex 'change intermediary' position during implementation. The findings reveal that a key aspect of this position is the need for middle managers to engage in a range of activities to aid their interpretation of the change intent. This interpretation activity then informs the personal changes they attempt to undertake, how they help others through change, how they keep the business going during the transition and what changes they implement in their departments. The interpretation aspect of their role is often overlooked, leading to workload issues and role conflict. These findings offer an alternative perspective on perceived middle manager resistance and lead into suggestions for future research and organizational implications.     

Psychosocial factors influencing aggressive driving among commercial and private automobile drivers in Lagos metropolis

Using 300 purposively selected private and commercial automobile drivers in Lagos, Nigeria as participants, and with a combination of FGD, interview and questionnaire, the study investigated the influence of psychosocial factors such as (locus of control, age, years of driving experience, marital status and educational status) on aggressive behavior among the drivers based on the frustration – aggression hypothesis. Given the chaotic traffic situation in Lagos, premise was that the aggressive instincts in human beings would be more pronounced among the drivers thereby negatively affecting their behavior. Result showed that commercial drivers were significantly higher on aggressive driving behavior. Younger drivers were more aggressive than older ones. Aggressiveness was attributed to other factors in the environment other than the drivers themselves. The need for training of drivers in proper and acceptable way of driving within their cultural context was emphasized.