The Lippitt & Knoster model: Managing Complex Change
This new report, based on interviews during the VOPD project, focus on professional perspective and leaders’ experiences. The applicability of the Lippitt-Knoster Model to the experiences of Nordic leaders in implementing health and welfare technology in sparsely populated areas is presented and is suggested to be a reasonable and practical framework for managing significant organisational changes.
Six critical elements
The model has six critical elements for successful change; Vision, Consensus, Skills, Incentives, Resources and Action Plan. By addressing these critical elements, organisations planning for, executing, and evaluating change can navigate complex changes effectively. The Lippitt-Knoster model aids in meticulous planning, effective problem-solving, and comprehensive post-project analysis, ensuring successful implementation and continuous improvement in health and welfare technology projects.
Niclas Forsling Project Manager for iHAC from the Centre for Rural Medicine, Region Västerbotten, notes: “Leadership is crucial for successful implementation of distance-spanning solutions, yet difficult to define.” This publication offers a clear, practical framework to address that challenge.
The author of this study is Christine Gustafsson, professor at Sofiahemmet University in Stockholm and affiliated to Mälardalen University, Sweden.
