Human Service organizations: an Australian perspective

Theoretical models or frameworks of change in human service organizations, both governmental and non-governmental, must adapt to the changing circumstances faced by such organizations in the later 1980s and 1990s. Too often change no longer means innovation initiated from within a service organization in order to improve service to its clients, but rather change engendered or enforced from outside the organization which may have uncertain or adverse implications for clients, target groups, or staff. Major changes may have to be implemented within tight time limits and in situations of high intra- and inter-organizational conflict. In such situations, sequential models of organizational change based upon a rational problem solving process, developed during the more favourable era of the 1970s, may be of limited use. A complementary framework for analysis and action planning can be built upon four dimensions of change identified here as rational-empirical, social-systems, power-politics and values-vision. These dimensions offer a comprehensive framework for understanding and intervening in various aspects of the change process, such as assessing the forces for and against change, preparing an organization for change, building up a change system, selecting change strategies, and evaluating a change process. Such a framework can be useful to those seeking to influence change in various alternative directions.