In English

The Significance of Trust in a Change - Case study of Kolandoto Hospital becoming a council designated hospital

STINA SVÄRD ; Nathalie Hansson
Göteborg : Chalmers tekniska högskola, 2016. 81 s. Report - Division of Environmental Systems Analysis, Chalmers University of Technology; 2016:11, 2016.
[Examensarbete på avancerad nivå]

There is a need to improve the access to healthcare in Tanzania, especially the maternal healthcare. The main reasons for the inaccessible healthcare are high prices and lack of health facilities in rural areas. Kolandoto Hospital is a former mission hospital in the north of Tanzania, which, due to financial constraints and in order to continue to provide quality healthcare to its patients, initiated a collaboration with the Tanzanian government in 2009. The collaboration implies that the hospital becomes a Council Designated Hospital, CDH, which means that the government supports the hospital with funds and in return the hospital should provide services to vulnerable groups for free or at reduced price. In this transition the hospital faces practical, financial and organizational changes. Trust has been shown to be a key factor when managing change in organizations. The government's involvement in the change process also makes it relevant to look at the importance of trust in the government. The aim of the study is to support the hospital’s initiated, but not completed, transition by investigating the possibilities, risks and fears related to the process as well as how trust is affecting the change process. This is done through a qualitative case study, including interviews with actors connected to the process, carried out during eight weeks at the hospital. According to the study, the major issues regarding the transition are financial issues and the division of responsibilities between the government and the hospital. Also communication was found to be important, both in relation to trust and in order to reduce the risk of disappointments if the high expectations on the process are not met. The results show that there might be a gap between the interviewees’ stated trust in the government and “actual” trust that translates into action. This gap is shown through what we perceive as a certain passivity of the hospital management in relation to government promises. A more proactive approach on behalf of the hospital might have a positive effect on moving the CDH-process forward. A positive attitude towards change among the interviewees was also identified, which might compensate for the perceived gap and be important for the success of the process.

Nyckelord: Trust, change process, organizational change, health care, Tanzania



Publikationen registrerades 2016-10-18. Den ändrades senast 2016-10-18

CPL ID: 243589

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