Design: A descriptive phenomenological methodology influenced by the works of Husserl, Heidegger and Schutz was adapted as a conceptual framework to underpin the study.

Population: The total population of managers and teachers in one local context were invited to participate. These included- 9 nurse teachers from Health Service Schools of Nursing, 7 managers from College/University and 3 nurse managers from the Health Service.

Variables studied: The research focused on the following key themes- the meaning and effects of the change, implementation, leadership, partnership and cultural issues.

Method: The data was gathered by individual interviews with the managers and focus group interviews with the teachers utilising an interview topic guide.

Analysis: The data was analysed using Colaizzi’s (1978) framework for phenomenological data analysis. This yielded 20 themes on the managers’ experiences of the changes and 19 themes illuminating the teachers’ experiences of the changes. The emerging themes were confirmed and validated through respondent validation and by a dissertation committee.

Findings: The findings suggest that managers and teachers found the change to be a major challenge and upheaval. The speed of implementation did not allow time for debate on the effects of the changes on the working lives and careers of managers and teachers.

Conclusion: The study concluded that we need to develop an alternative approach to the management of change, which gives consideration to the place of non-rational aspects of the change process.

Implications: A major implication is that policy makers during times of major change need to pay greater attention to the personal and professional dilemmas faced by the implementers of large scale change.

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Back to 15th International Nursing Research Congress
Sigma Theta Tau International
July 22-24, 2004