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Reconstructing Organizational Culture: A Process Using Multiple Perspectives

Authors

  • Gail Cameron R.N., M.S.N.,

    1. Gail Cameron is with the Nursing Faculty at Okanagan University College, Kelowna, British Columbia, Canada. Alice Mah Wren is the Director of Community Care Programs, Okanagan Similkameen Health Region, British Columbia, Canada.
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  • Alice Mah Wren R.N., B.Sc.N., M.Ed.

    1. Gail Cameron is with the Nursing Faculty at Okanagan University College, Kelowna, British Columbia, Canada. Alice Mah Wren is the Director of Community Care Programs, Okanagan Similkameen Health Region, British Columbia, Canada.
    Search for more papers by this author

Address correspondence to Gail Cameron, Nursing Faculty, BSN Department, Okanagan University College, 3333 College Way, Kelowna, BC, V1V 1V7, Canada. E-mail: gcameron@silk.net

Abstract

Transformational leadership was an integral part of the process of changing organizational values in a Continuing Care Program. The management team engaged the staff members in a process of reflection-on-action where they told stories from practice to define and describe their organizational values. Then the Continuing Care staff solicited feedback from clients and agency personnel about whether or not they experienced the staff “walking their talk.” This was followed by staff participation in problem solving and decision making to find solutions to the issues that arose from the feedback.

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