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, Professor Jody Hoffer Gittell worked with Amy Edmondson, Edgar Schein, Tony Suchman and other colleagues from many fields of research and practice to develop the Relational Model of Organizational Change. See below for the latest research about it, and visit the Relational Coordination Toolbox for tools to implement it.
The Relational Model of Organizational Change is implemented using a cycle of continuous improvement
The model includes three kinds of interventions that work together...
Relational interventions build new relationships based on shared goals, shared knowledge and mutual respect (see Chapter 11, Relational Interventions to Create New Ways of Relating)
Work process interventions use a data-driven cycle of improvement to embed these relationships into the everyday work (see Chapter 12, Work Process Interventions to Create New Ways of Working)
Structural interventions support and sustain these relationships with cross-cutting organizational structures (see Chapter 13, Structural Interventions to Support and Sustain the New Relational Dynamics)
