How leaders frame problems can determine whether change becomes possible

When leaders frame a problem as complex and open to several possible answers, greater space is created for new solutions. If the problem is instead presented as technical, with a clear answer, organisations often try to restore order quickly – which can slow down change. This is shown in new research from the Swedish Defence University on leadership in change processes within health and social care.

“How a problem is described and formulated influences which solutions can even be imagined,” says Yashar Mahmud, Senior Lecturer in Leadership and Command & Control at the Swedish Defence University.

The researchers followed a project on workforce supply in a medium-sized Swedish municipality. The background is growing concern about staff shortages in health and social care. The demand for staff in elderly care is expected to increase sharply in the coming years, while the number of people of working age is growing much more slowly.

“Many public organisations face complex challenges. In such situations, ready-made solutions are rarely sufficient.”

“Addressing urgent systemic challenges requires us to rethink how we lead change processes. Our study shows both what can enable change and what may risk stopping it”, he continues.

Open questions generated new ideas

During the project’s idea phase, the project leadership framed the challenge as an open question. This prompted staff and project leaders to begin discussing how work is actually carried out in everyday practice.

“When people are given time to pause and reflect on their work, things that were previously taken for granted can begin to be questioned. That is when new ideas can emerge.”

At the same time, the study shows that some ideas never reached the organisation. Project leaders sometimes rejected proposals because they believed they would be too difficult to implement.

“We saw that ideas are sometimes stopped even before they are presented to the organisation’s leadership. People assume that the organisation will not accept them anyway.”

More difficult when ideas are implemented

Testing ideas within a project is one thing. Introducing them widely across an organisation is another. When the project moved towards implementation, the ideas met the realities of everyday operations. Existing schedules, staffing arrangements, structures and resources made change more difficult.

“What works in a small project can become significantly more complicated when it is introduced in an organisation with thousands of employees.”

In several cases, the proposed changes were questioned once implementation began.

Operational managers need to be involved from the start

An important lesson from the study is that operational managers from different departments need to be involved early in the change process. In the project, they had not always been part of the idea phase. When the proposals were later presented, questions therefore arose about why the change was necessary.

“If managers in the organisation have not been involved in developing the ideas, it becomes more difficult for them to take responsibility for the change.”

The researchers also found that changes often work better when introduced gradually.

“Slowing the process down can sometimes make change possible. Organisations need time to adapt.”

Support from senior leadership is crucial

The study also shows that support from the organisation’s top leadership is crucial for major changes.

“System-level changes require support at the very top of the organisation. Otherwise, even good ideas risk getting stuck along the way,” says Yashar Mahmud.