Navigating the change process: the experience of managers in the residential aged care industry

Purpose – To explore the change management experience of managers in the residential aged care industry and to develop practical proposals concerning change management in that industry. Design/methodology/approach – A constructivist methodology. One‐to‐one interviews with two groups: a randomly chosen cross‐section of facility managers and a purposive sample of senior stakeholders within the industry. Thematic analysis to draw out themes in the interview transcripts, and to develop interpretations and connections to the literature. Findings – There is not a clear understanding of how the management of change fits into the role of facility managers, and the management of change is in the background of management thinking and practice in the industry. The change management aspects of the facility manager's role have been largely taken for granted. This can lead to stress on the individual manager and reduces the effectiveness of the change process. There are many ways that facility managers can be better supported, including development of an analytical approach to change management, recognition of change management competencies and promotion of management development practices that support the management of change. Research limitations/implications – Small sample sizes make it hard to generalize. Further, research could include surveys of facility managers, change management competencies, model testing, workplace learning, long‐term evaluation of change programs. Originality/value – Adds to the small body of research on the experience of managers in change management, provides the only such research in the aged care setting, and contributes a range of practical proposals about the management of change.