TABLE 7.

Examples of methods to change organizations (adapted from Bartholomew et al., ²⁰¹¹, pp. 352–353)

Methods and definitions	Parameters for use	Examples
Sense-making
Leaders reinterpret and relabel processes in organization, create meaning through dialogue, and model and redirect change.	Used for continuous change, including culture change.	A supervisor in a hospital talks to his staff about the positive aspects of finding and correcting mistakes in documentation of medication administration.
Organizational diagnosis and feedback
Assessing of organizational structures and employees' beliefs and attitudes, desired outcomes and readiness to take action, using surveys and other methods.	Methods appropriate to organizational characteristics, for example, size and information technology.	An organizational consultant conducts a survey of employees' health behaviors and determinants and holds focus groups of employees to review the results and plan for health promotion programs.
Increasing stakeholder influence
Increase stakeholder power, legitimacy, and urgency, often by forming coalitions and using community development and social action to change an organization's policies.	The focal organization perceives that the external organization or group is one of its stakeholders.	A community group uses media advocacy to highlight the groundwater pollution by gas storage tanks located in the community and to demand that the tanks be moved by the gas company that owns them.