Departmental Action Teams Can Catalyze Sustained First- and Second-Order Change at Individual, Group, and Institutional Levels

Program Abstract: Models supporting intentional, sustained departmental change have emerged in recent years, including those initiated by the Departmental Action Team (DAT) Project. This qualitative study focused on three DATs that each received two years of external facilitation. The study sheds light on mechanisms underlying successful, sustained departmental change. We identified key supports and impediments to sustained departmental change initiatives. Despite the presence of impeding factors, each DAT in the study achieved a range of sustained change impacts at the individual, group, and institutional levels. The emergence of internal facilitators supporting change teams, the formation of new change teams, and ongoing support from departmental leaders were critical factors in sustaining change. This work contributes empirical confirmation of team-based departmental change theory and provides insights around conditions and mechanisms important for creating and sustaining departmental change initiatives.