Explaining the Success or Failure of Quality Improvement Initiatives in Long-Term Care Organizations From a Dynamic Perspective

Abstract

The purpose of this study was to better understand why change initiatives succeed or fail in long-term care organizations. Four case studies from Québec, Canada were contrasted retrospectively. A constipation and restraints program succeeded, while an incontinence and falls program failed. Successful programs were distinguished by the use of a change strategy that combined “let-it happen,” “help-it happen,” and “make-it happen” interventions to create senses of urgency, solidarity, intensity, and accumulation. These four active ingredients of the successful change strategies propelled their respective change processes forward to completion. This paper provides concrete examples of successful and unsuccessful combinations of “let-it happen,” “help-it happen,” and “make-it happen” change management interventions. Change managers (CM) can draw upon these examples to best tailor and energize change management strategies in their own organizations.