Read the case study and answer the question:

$1.$ Outline three possible approaches $($Compliance based approaches, values based approaches and Combined Integrity Management Framework$)$ that the Senior Management Team might take to manage the change situation, supported by theory and$/$or concepts from academic literature and evidence in practice.

$2.$ Recommend one approach, as the one you see as the most ethical and professional approach to this change and explain why.

$$You and three other colleagues are invited by your manager, Ms Bonaventura, to sit in on a meeting with the Billabong Health Senior Management Team $($SMT$).$

Billabong Health is a new organisation that is the result of a merger between several long$-$standing health organisations in regional Australia. The organisation$$s official commencement date is $1$ November $2022.$ The SMT includes representatives from each of the merging organisations, plus a few new $$outsiders$,$ such as your manager.

Prior to the meeting, you spend some time looking at other examples of major organisational change to see if there are any insights to be gained. You come across a news article about a similar merger that occurred last year which led to the formation of a new health service called Grampians Health. You also find information on the organisation$$s website. In addition, you research various other sources that critically discuss the process and impacts of mergers in general, and specifically in the healthcare sector.

It is still early in the Billabong Health merger process, and the SMT are meeting to review the change plans.

During the meeting, one member of the group, Dr Nguyen, shares an article she$$s used in a previous role $($see article $3$ of the article pack$).$ She says, $$We want to make sure we don$$t repeat these mistakes!$$

The source seems a little old, but you wonder if anything much has changed. You also wonder if it$$s fair to label all these things as mistakes or failures of management.

Another group member, Mr Huang, says his biggest concern is the effect this merger will have on staff as well as patient and community care: $$You$$ve got to realise that our workers operate in diverse contexts, under various legal and professional standards.$$

Mr Huang is reminded about the efficiencies that the merger is expected to achieve, and how the additional funds can be invested back into people and care. You$$re unsure what research exists to support this claim.

At the end of the meeting, your manager, Ms Bonaventura, turns to you and your three colleagues and says in front of the whole SMT:

$$We want to know what YOU think.$$

$$Specifically$,$ we would like you to outline three possible approaches the SMT might take in managing this change. Please make sure you show us the evidence to support your claims. Then, we$$d like you to recommend one of these three approaches, and explain why you think this is the most ethical and professional approach in managing this change.$$

That$$s a big task! You need to spend some more time researching the nature of the problem. You may want to brainstorm ideas with your colleagues, but you must develop your own perspective, and submit your own individual, independent ideas.

The Chief People Officer, Dr MacNeil, gives you two additional academic articles that may offer interesting or alternative perspectives on the situation. She says, $$Use them, or don$$t$,$ it$$s up to you $$ but make sure you read them!

This one, published in one of the best international cross$-$disciplinary social science$/$management journals, is about the dynamics of failure in organisational change. It$$s written about a very different set of circumstances, but she says it has some ideas worth exploring.

Bart De Keyser, Alain Guiette and Koen Vandenbempt $2021,$On the dynamics of failure

in organizational change: A dialectical perspective$,$ Human Relations, vol. $74,$ no$.2,$ pp$.234257.$

The second article uses $$paradox$$ to understand complex and strategic change in a merger of multiple healthcare organisations in Portugal:

Miguel Pina e Cunha and Pedro Neves, Stewart R$.$ Clegg, Sandra Costa, Arm$$nio Rego $2019,$Paradoxes of organizational change in a merger context$,$ Qualitative Research in Organizations and Management: An International Journal, vol. $14,$ no$.3,$ pp$.217240.$

Dr MacNeil has given you some complex and conflicting ideas about change to read about and make sense of$.$ Now it$$s up to you how you combine the theories to this real$-$world case$$