Relationships between Managers Who are Innovators/Early Adopters of Flexible Work Options and Team Performance

Time and change in health care

Purpose

The purpose of this paper is to explore the dimensions of temporality that are rarely considered in the literature on leading change.

Design/methodology/approach

The analysis is informed by Adams’ (1995) social theory of time encompassing temporality, timing and tempo. This will illustrate the complexities of time as they relate to the individual, teams and organisation.

Findings

This paper demonstrates the multidimensional nature of time: temporality, timing and tempo, and how each of these can contribute to our understanding of the temporal nature and complexity of change within the health system. A framework to inform much-needed research in the area of time and change is presented.

Practical implications

Challenging assumptions that there is only one common time, that is clock time, can provide opportunities for further discussion and understanding of how various people view time and the influence this has on leading and participating in change in health care.

Originality/value

There is limited literature on the temporal dimensions of change at an organisational, team and individual level. The perspective offered in this paper presents the multidimensional nature of time and the influence this has on understanding the temporal nature of change and critically identifies some key areas for future research.