This article grew from decades spent observing system change efforts in human service agencies, first as a systems consultant with the Human Services Research Institute (Cambridge, MA) and, subsequently, as the director of operations with an information systems company, Danic Technology (Needham, MA). These observations were tilled as much from failure as from success. Change management is not easy. This perspective discusses change management within the confines of an organization rather than across multiple organizations. Its focus is on proactively managing the people side of organizational change, about getting individuals to do things differently: for example, moving from competency-based assessment scales to supports intensity scales; from professionally driven individual plans to consumer-driven plans of support; from paper-based to electronic forms of documentation, reporting, and billing; and from minimum standards compliance to total quality management.

The observations, although consistent with abiding theories of individual behavior...

You do not currently have access to this content.