Relational Coordination Collaborative

Theory of Change

How do we get from here to there?

How can we deliberately intervene to change both organizational structures and relational dynamics in order to produce sustainable, cost-effective, high-quality outcomes?  To address these questions, Jody Hoffer Gittell worked with Amy Edmondson and Ed Schein, with input from colleagues in many fields of research and practice, to develop the Relational Model of Organizational Change.

Model of Change

Source:  Gittell, J.H. (2016). Transforming Relationships for High Performance:  The Power of Relational Coordination.  Stanford University Press.

This model includes three kinds of interventions that work together...

Relational interventions build new relational dynamics based on shared goals, shared knowledge and mutual respect (see Chapter 11, Transforming Relationships) 

Work process interventions use the new relational dynamics together with improvement science to improve the work itself (see Chapter 12, Transforming Relationships

Structural interventions support the changes with cross-cutting organizational structures (see Chapter 13, Transforming Relationships)

Transforming Relationships book cover