Exploring the Process of Implementing Healthy Workplace Initiatives: Mapping to Kotter's Leading Change Model

Abstract

OBJECTIVE: The aim of this study was to use Kotter's leading change model to explore the implementation of workplace health and wellbeing initiatives. METHODS: Qualitative interviews were conducted with 31 workplace representatives with a healthy workplace initiative. RESULTS: None of the workplaces used a formal change management model when implementing their healthy workplace initiatives. Not all of the steps in Kotter model were considered necessary and the order of the steps was challenged. For example, interviewees perceived that communicating the vision, developing the vision, and creating a guiding coalition were integral parts of the process, although there was less emphasis on the importance of creating a sense of urgency and consolidating change. CONCLUSIONS: Although none of the workplaces reported using a formal organizational change model when implementing their healthy workplace initiatives, there did appear to be perceived merit in using the steps in Kotter's model.