Working smarter not harder: Coupling implementation to de-implementation.

Published

Journal Article

In this paper, we discuss de-implementation as an implicit part of implementation and organizational change, and consider its underlying processes of unlearning to discontinue or deviate from ineffective practice and learning to applying newer, more effective practices. We describe a typology of de-implementation that represents four types of change: partial reduction, complete reversal, substitution with related replacement and substitution with unrelated replacement of existing practice. We also explicate how learning and unlearning needed for effective change vary in these four types of de-implementation. Last, we propose coupling de-implementation and implementation efforts, which serve conceptual and logistical goals of organizational change.

Full Text

Duke Authors

Cited Authors

  • Wang, V; Maciejewski, ML; Helfrich, CD; Weiner, BJ

Published Date

  • June 2018

Published In

Volume / Issue

  • 6 / 2

Start / End Page

  • 104 - 107

PubMed ID

  • 29279297

Pubmed Central ID

  • 29279297

Electronic International Standard Serial Number (EISSN)

  • 2213-0772

International Standard Serial Number (ISSN)

  • 2213-0764

Digital Object Identifier (DOI)

  • 10.1016/j.hjdsi.2017.12.004

Language

  • eng