Change management in Iranian hospitals: social factors model

Background: Continuous change in the complex health care environments is a major challenge for administrative managers. This study aimed to design a change model to facilitate change implementation in the Iranian hospitals. Methods: This is a descriptive and comparative study. The data were collected through library search and in-depth interview with 15 hospital managers. Nine well-established change theories developed by Lewin, Action Research, Kotter, Ackerman- Anderson and Anderson, Prosci , Kilman, Beer, Continuum, and Gelicher were compared. Common denominators of the theories were identified and tabulated. Experienced hospital managers’ suggestions about social factors were acquired. The initial model was designed and validated using the Delphi Technique. Results: The majority of the selected change models emphasize the significance of social factors in change implementation such as effective communication, organizational climate and culture, and leadership. The results from the interviews indicate that low readiness to change, lack of confidence (or trust) for change, and autocratic leadership style ,and poor communication could hinder the change process. Conclusion: Based on the model developed in the study, effective communication, readiness of employees, and a contingency leadership/management combined could lead to successful implementation of change in the hospital