NotesFAQContact Us
Collection
Advanced
Search Tips
ERIC Number: ED548677
Record Type: Non-Journal
Publication Date: 2012
Pages: 208
Abstractor: As Provided
Reference Count: N/A
ISBN: 978-1-2673-3663-7
ISSN: N/A
Competing Goodness: Perceptions of Person-Centered Culture Change within Human Service Agencies
Starling, Stacey Lee
ProQuest LLC, Ph.D. Dissertation, California Institute of Integral Studies
Front and center in the endeavor to "reform" health care is the appeal to change the culture of aging within provider organizations situated in the long-term care continuum. Person-centeredness is the latest philosophical overlay to aging care and supports and services. As a dominate paradigm guiding change, the movement intends to shift the provider-driven medical model towards a consumer-driven social model that embraces flexibility and self-determination. Common referred to as the culture change movement, this change intends to foster a culture of aging that upholds the rights of older adults and people with disabilities to live in the setting of choice and remain connected to the community. This interpretive study focused on a group of regional planning and service areas (PSAs) that are implementing change to become a culture of services that is value-based, flexible, and consumer-determined; familiarized as a person-centered approach to supports and services. The goal of this study was to understand the perspectives of culture change held by the internal stakeholders (agency directors) guiding the change within the PSAs and to identify what has been accomplished to date. The findings of the study emerged into four themes of significance including; power intersecting with environment as both a force for and barrier against change, constructing person-centered thinking and culture change meaning, emergent and planned forms of change and person-centered planning values-based language and action. While the findings of the study substantiated that the PSAs have changed, the findings also substantiated the hypothesis that leaders guiding the change effort are not clear about what person-centered culture means and how to guide the change effort. The implications of the study discuss potential actions of change, framed within the theoretical perspectives of culture, organizational change and transformation. These implications hold the aim to further inform stakeholders of transformative approaches to change and leadership that may realize person-centered culture. This study opens many doors of possibility for future research that seek to broaden and deepen the understanding of: interpreted meaning of person-centered culture within the context of human services; and actions taken that serve to interpret and symbolize person-centered culture. [The dissertation citations contained here are published with the permission of ProQuest LLC. Further reproduction is prohibited without permission. Copies of dissertations may be obtained by Telephone (800) 1-800-521-0600. Web page: http://www.proquest.com/en-US/products/dissertations/individuals.shtml.]
ProQuest LLC. 789 East Eisenhower Parkway, P.O. Box 1346, Ann Arbor, MI 48106. Tel: 800-521-0600; Web site: http://www.proquest.com/en-US/products/dissertations/individuals.shtml
Publication Type: Dissertations/Theses - Doctoral Dissertations
Education Level: N/A
Audience: N/A
Language: English
Sponsor: N/A
Authoring Institution: N/A