Change Management Strategy for a Rural Medical Practice
This paper examines change management strategy and leadership theory in the context of Longford Medical Services (LMS), a small rural general practice in Tasmania, Australia. Beginning with an overview of the practice's background — including its patient population, staffing, and the introduction of the Mental Health Nurse Incentive Program (MHNIP) — the paper surveys key leadership frameworks, from trait and behavioural approaches to situational and contingency theories. It then applies a structured change management model to LMS, detailing the three core strategy elements: situational awareness, supporting structures, and strategy analysis. The paper argues that a well-formulated change management strategy is essential for successful organizational change, providing direction, informing decision-making, and guiding subsequent planning activities.
- Longford Medical Services: Practice Overview: Background and context of LMS rural practice
- Leadership Theories and Organizational Vision: Trait, behavioural, and contingency leadership frameworks
- Change Management Strategy Framework: Introduction to the three-part change strategy model
- Situational Awareness in Change Management: Change characteristics, organizational attributes, impacted groups
- Supporting Structures and Strategy Analysis: Team structure, sponsor coalition, risk and resistance
- Conclusion: Building an Effective Change Strategy: Strategy as foundation for all change management planning
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What makes this paper effective
- It grounds abstract change management theory in a concrete, real-world organizational context — a small rural medical practice — making the framework immediately applicable rather than generic.
- The paper moves logically from context-setting, through theoretical foundations, to practical strategy components, giving the argument a clear and purposeful arc.
- It draws on a range of credible sources spanning leadership theory (Yukl, House et al.) and organizational change practice (Prosci), demonstrating both theoretical depth and applied awareness.
Key academic technique demonstrated
The paper demonstrates applied theory integration — the technique of mapping established academic frameworks (trait, behavioural, and contingency leadership theories; Prosci's change management model) onto a specific organizational case. Rather than describing theory in isolation, the author consistently links each concept back to LMS, showing how abstract principles translate into practical planning decisions.
Structure breakdown
The paper opens with a detailed organizational profile of Longford Medical Services, establishing context for the changes needed. It then surveys leadership theories in ascending complexity (trait → behavioural → situational/contingency), before presenting strategic leadership's role in aligning vision, structure, and resources. The bulk of the paper applies Prosci's three-part change management strategy — situational awareness, supporting structures, and strategy analysis — to the LMS setting, concluding with the importance of the strategy as a foundation for all subsequent change management planning.
Longford Medical Services: Practice Overview
Longford is a small community of approximately 3,000 people situated 20 kilometres south of Launceston. It lies within the Northern Midlands local government area and has a predominantly Anglo-Saxon community. Longford Medical Services (LMS) has an active patient population of 9,905 people residing in or around Longford and employs eleven General Practitioners (GPs).
In the past, some GPs experienced difficulties managing clients with mental health issues. These clients frequently required longer consultations, creating delays for other LMS patients that became difficult to accommodate. There were also long delays for appointments with private psychiatrists, Tasmanian Psychiatric Services, and other programs that must be accessed in Launceston. As in other small communities, transport options are limited.
The Mental Health Nurse Incentive Program (MHNIP) commenced in Longford in early 2009. This coincided with the closure of a residential psychiatric service (Howard Hill) in Longford. Medical services are delivered from two LMS premises: the main site in Longford itself, and a smaller surgery located in Perth, 8 kilometres away. In addition to medical services, a monthly hearing service is offered, and until recently a dietician was also available.
The MHNIP nurse is employed directly by Longford Medical Services Pty Ltd. on a permanent part-time basis. Due to space restrictions, the MHNIP nurse works from the Perth clinic, which is not ideal since the majority of clients live in or around Longford, and this location isolates the nurse from the main practice. The offer of home visits is used to increase access to the service. LMS is currently seeking funds to increase the number of consulting rooms at their Longford premises in order to co-locate the nurse in the future.
References
Carter, L., Ulrich, D., & Goldsmith, M. (Eds.). (2012). Best practices in leadership development and organization change: How the best companies ensure meaningful change and sustainable leadership (Vol. 18). John Wiley & Sons.
French, R. (2007). Cross-cultural management in work organisations. Chartered Institute of Personnel and Development.
Fuller, J. N., & Green, J. (2005). The leader's role in strategy.
Gerras, S. J., Clark, M., Allen, C., Keegan, T., Meinhart, R., Wong, L., & Reed, G. (2010). Strategic leadership primer. Army War College, Carlisle Barracks.
House, R., Javidan, M., Hanges, P., & Dorfman, P. (2002). Understanding cultures and implicit leadership theories across the globe: An introduction to project GLOBE. Journal of World Business, 37, 3–10.
Prosci (n.d.). Start with a solid change management strategy.
Warnstam, M. (2008). Leadership in an intercultural organisational context: A qualitative study of Swedish leaders in Dubai, U.A.E.
Yukl, G. A. (2006). Leadership in organizations. Prentice Hall.
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