ABSTRACT Implementing a planned change successfully is critical to organizations’ performance and depends on all members’ participation. Most research has studied leaders’ and middle managers’ role in planning and communicating change, not how frontline staff – those who deal directly with clients and customers, and their direct managers – ultimately implement it. This is surprising, especially in professionalized organizations, as involvement of frontline managers and professional staff is critically important to achieving change. This article reports on a comparative case study that examined how and why some acute care hospital units were more successful in implementing planned change. The data analysis identified change-facilitating and change-inhibiting microdynamics (activities and interactions) among frontline teams: managers and professional nursing staff at the hospital units, which resulted in more and less efficacious implementation of planned change and virtuous and vicious change cycles. The authors developed models that show how and why microdynamics differed in the units and offer guidance to managers in encouraging planned change at organizations’ front line.

中文翻译：

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在组织的一线实施计划变更的微观动力学

摘要成功实施计划的变更对于组织的绩效至关重要，并且取决于所有成员的参与。大多数研究都研究了领导者和中层经理在计划和传达变更中的作用，而不是研究一线员工（直接与客户和客户打交道的人，以及他们的直接经理）最终如何实施变革。这是令人惊讶的，尤其是在专业化组织中，因为前线经理和专业员工的参与对于实现变革至关重要。本文报道了一项比较案例研究，该案例研究了一些急诊医院部门如何以及为何在实施计划变更方面更加成功。数据分析确定了前线团队之间促进变更和抑制变更的微观动力学（活动和相互作用）：医院单位的管理人员和专业护理人员，导致计划变更和良性恶性变更周期的实施效率越来越低。作者开发了模型，这些模型显示了微观动力学如何以及为何在各个单元中有所不同，并为管理人员在组织前线鼓励计划的变更提供了指导。