Empowerment and change management in Aboriginal organisations: a case study
Alexandra B. McEwan A , Komla Tsey B D , Janya McCalman B and Helen J. Travers CA School of Indigenous Australian Studies, James Cook University, Cairns, QLD 4870, Australia.
B School of Education and The Cairns Institute, James Cook University, PO Box 6811 Cairns, QLD 4870, Australia.
C National HITnet Development Program, University of Queensland, Cairns, QLD 4870, Australia.
D Corresponding author. Email: komla.tsey@jcu.edu.au
Australian Health Review 34(3) 360-367 https://doi.org/10.1071/AH08696
Submitted: 23 September 2008 Accepted: 29 September 2009 Published: 25 August 2010
Abstract
The social organisation of work, management styles and social relationships in the workplace all matter for health. It is now well recognised that people who have control over their work have better health and that stress in the workplace increases the level of disease. In the context of organisational change, the potential benefits of empowerment strategies are two-fold: a positive impact on the organisation’s effectiveness and enhancements in staff health, wellbeing and sense of control. This case study describes the University of Queensland Empowerment Research Program’s experience working with the Apunipima Cape York Health Council in a change management process. Participatory action research and empowerment strategies were utilised to facilitate shifts in work culture and group cohesion towards achieving Apunipima’s vision of being an effective lead agency for Indigenous health reform in Cape York. As part of the project, staff morale and confidence were monitored using a pictorial tool, Change Curve, which outlined the phases of organisational change. The project findings indicated that organisational change did not follow a clear linear trajectory. In some ways the dynamics mapped over a period of 18 months mirror the type of struggles individuals commonly encounter as a part of personal growth and development. In this case, one of the factors which influenced the program’s success was the willingness of executive employees to actively support and participate in the change management process.
What is known about the topic? The pivotal role of community controlled organisations in the development of community based services and policy issues affecting Aboriginal and Torres Strait Islander Australians is well recognised. The presence and activities of these organisations reflects and contributes to community empowerment and self determination. Although it is possible to observe the effects of these organisations in communities, less attention has been given to empowerment as a concept to be utilised internally and as a resource to support wellbeing in the workplace.
What does this paper add? In Australia, empowerment strategies are now accepted as an effective approach to health promotion and community development initiatives. This paper adds to this body of knowledge by considering the concept within the context of organisations in which an Indigenous worldview forms the foundation for action.
What are the implications for practitioners? This article provides some preliminary insights into the how the concept of empowerment might be instigated in community controlled organisations. It also identifies some of the likely challenges and methodological issues to be considered in designing change management strategies in this context.
Acknowledgements
The authors acknowledge the participation of and contribution to the project by Apunipima Cape York Health Council staff; Teresa Gibson, co-facilitator of Participatory Planning and Evaluation staff training sessions; Elizabeth Pearson, Program Manager, for her foresight in initiating the project; and Cleveland Fagan, CEO, for involving the entire staff, including senior management, in project workshops. Anthea Duquemin is also acknowledged for research assistance.
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