{"id":1457,"date":"2019-09-05T13:31:17","date_gmt":"2019-09-05T17:31:17","guid":{"rendered":"https:\/\/gouvernance.cssspnql.com\/?page_id=1457"},"modified":"2019-09-09T15:48:52","modified_gmt":"2019-09-09T19:48:52","slug":"section-4-change-management","status":"publish","type":"page","link":"https:\/\/gouvernance.cssspnql.com\/en\/boite-a-outils\/section-4-change-management\/","title":{"rendered":"Section 4 – Change Management"},"content":{"rendered":"

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Section 4<\/h3>\n

CHANGE MANAGEMENT<\/h4>\n

Any change involves a complex transition period of varying duration, depending on its scope, field of application and target audiences. Indeed, like anything new, change always requires time for adaptation regardless of the type of change or the organization that is implementing said change.<\/p>\n

In the context of the health and social services governance process, the motive, meaning the reason behind this collective process<\/strong>, lies in the desire for change<\/strong>. In this sense, the realization and adoption of the effective health and social services governance model, in 2020, will be the starting point for a transformation<\/strong>.<\/p>\n

As a collective process, the change created<\/strong> will be broad, as it will affect all First Nations<\/strong>, both locally and regionally. On the other hand, not everyone reacts in the same way to change and each stakeholder has different concerns and needs<\/strong>.<\/p>\n

Therefore, it is important to make sustained efforts to prepare for change and facilitate its success<\/strong>.<\/p>\n <\/div>\n <\/div>\n \n