ArticleBMC health services research2021
The impact of implementing a person-centred pain management intervention on resistance to change and organizational culture.
Article in BMC health services research, 2021. The graph could read no effect estimate from its abstract, so it casts no vote on the map. Cited by 6 papers.
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Who cites it
6 citing papers in PubMed.
- Navigating a learning journey in person-centered leadership: a grounded theory study.BMC health services research · 2026Article
- Mediating effects of emotional labor on the relationship between perceived culture discrepancies and stress levels in pediatric nurses.BMC nursing · 2025Article
- Learning from the implementation of person-centred care: a meta-synthesis of research related to the Gothenburg framework.Frontiers in health services · 2025Review
- Facilitating person-centered patient participation in kidney care-a process evaluation of a quasi-experimental study incorporating a tool and training of local implementation teams.BMC health services research · 2024Article
- Evaluating a targeted person-centred pain management intervention programme in lumbar spine surgery - a controlled segment-specific before-and-after interventional design.BMC health services research · 2024Article
- Quality of nursing care in pain management in orthopedic surgical patients: a scoping review.Revista da Escola de Enfermagem da U S P · 2024Article
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Authors and funding
5 authors.
Funding
Abstract
backgroundResistance to change and organizational culture are essential factors to consider in change management in health care settings. Implementation of structural change remains a challenge. There is a lack of studies providing information on the impact of implementation processes on the organization. The aim of this study was to describe the impact of implementing a systematic change process concerning postoperative person-centred pain management on resistance to change and organizational culture in an orthopaedic spine surgery unit.
methodsThe study was set in an orthopaedic spine surgery unit at a university hospital. Person-centred bundles of care for postoperative pain management of spine surgery patients were developed in co-creation by a multi-professional expert group and implemented throughout the care pathway. The intervention was underpinned by theories on organizational culture and inspired by principles of person-centred care. Quantitative data were collected using the Resistance to Change Scale and the Organizational Culture Assessment Instrument and analysed using descriptive statistics.
resultsThe findings showed a low resistance to change decreasing during the study. The organizational culture shifted from a result-oriented to a formalized and structured culture after the implementation. The culture preferred by the staff was team-oriented and participation-focused throughout the study. The discrepancy between the current and preferred cultures remained extensive over time.
conclusionIt is challenging to describe the influence of the development and implementation of a postoperative pain management program on organizational culture as well as in terms of resistance to change, in a complex health care setting. In the current study the unit was under organizational strain during the implementation. Albeit, the important discrepancy between the current and preferred organizational culture could imply that structural changes aren't enough when implementing person-centred pain management structures and needs to be combined with relational aspects of change.
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