Culturally sensitive structuring: An action research-based approach to organization development and design

One reason for the sometimes-disappointing return from strategic change initiatives is an inability among managers to integrate structural change with more subtle changes in the social and cultural dimensions of the organization. This article makes the case for a new approach to the management and leadership of change that addresses both spheres simultaneously. Drawing on a recent research study at a UK hospital, Bannerdown Trust, the article develops a "culturally sensitive" approach to organization redesign. A 4-stage "working model" of the change process is presented in which organization design and organization development (OD) are fused together to transform the very essence of the organization