PROFESSOR-IN-RESIDENCE

Science Meets Change

For decades, organizations have attempted to address change management with generalized processes, calls for more executive involvement and standard approaches to addressing change resistance. This leaves a trail of missed expectations and skepticism about the effectiveness of change management, much less its return on investment. But at DHG, we believe organizations and their leaders need more. They need today’s latest science-based research, operationalized with interactive analytics and deep perspective to find the return they seek.

The stakes in today’s environment are too high for multiple attempts at tactics developed a generation ago. Through a focused research agenda, the DHG Healthcare Professor-in-Residence program was designed to explore today’s most challenging change topics and infuse our findings within DHG’s People & Change analytics and services, thus ensuring we provide our clients with the cutting-edge thinking and adaptable tools that today’s profound environment demands.

DHG Healthcare Professor-in-Residence

Dr. Victoria M. Grady serves as the DHG Healthcare Professor-in-Residence. In this role, she works directly with the People & Change leadership team to set the change research agenda and practically apply the latest thinking and change related research to our clients’ challenges.

Dr. Grady is the Academic Director of the MSM Graduate Program and Associate Professor of Management/Organizational Behavior School of Business at George Mason University. Dr. Grady’s research focuses on the science-based behavioral implications of organizations introducing and implementing transformational change. Her unique emphasis is the role of Attachment Behavior and Transitional Objects within the change process.

Bedrock Principles

At the heart of the Professor-in-Residence program are several key principles that guide our perspective, research and service delivery.

MENTAL MODELS

Mental Models are the general frameworks that form an individual’s worldview. These frameworks inform decision-making, define reactions and guide engagement with others, thus fundamentally influencing how individuals interpret and respond to change.

PSYCHOLOGICAL CONTRACTS

A psychological contract is an implicit conceptual contract between an individual and the organization which loosely identifies behavioral expectations that specify give and receive between the individual and the organization.

TRANSITIONAL OBJECTS

Transitional objects are tangible or intangible objects that provide security and support during times of change and transition. Examples of transitional objects can include leaders, ideas, business process, technology, communication, workspace and even commutes.

ATTACHMENT

Humans have an instinctual response grounded within the limbic system of the brain to attach to objects within our environment. This instinct, driven by how the brain connects to the nervous system, directly impacts our behavioral response to change.

KNOWLEDGE SHARE

Publication
The Biology Behind Resistance to Change

Professor-in-Residence Program Design

The Professor-in-Residence shapes our industry research agenda, leading the literature reviews and primary research that keeps our practitioners at the forefront of scientific change discovery. This research provides the tangible evidence that shape our perspectives and methodologies and ensures that our teams fully understand the forces that will help and hinder our clients’ ambitions, and the interventions we may deploy.

Speakers

Speakers Photo Grady, Dr. Victoria
Professor-in-Residence
vgrady@dhg.com

Dr. Victoria M Grady is the Academic Director of the MSM Graduate Program and Associate Professor of Management/Organizational Behavior School of Business at George Mason University. Victoria's research focuses on the science-based behavioral implications of organizations introducing and implementing organizational change—her unique emphasis is the role of Attachment Behavior and Transitional Objects within the change process. She also serves as the DHG Healthcare Professor-in-Residence. In this role, she leads the practice's change research agenda and works directly with the firm's People & Change practice leaders to practically apply this research to our clients' challenges.

Dr. Grady's recent research publications can be found on Washington Business Journal, Journal of American Board of Family Medicine, Bloomberg News, GovExec.com, the Journal of Change Management, and The Public Manager. She is co-author of Attachment in the Workplace: Managing Beneath the Surface, Routledge Taylor Francis Publishing, 2020, co-author of Family Capitalism: Best Practices in Ownership and Leadership, Routledge (Gower) Publishing, 2017 and The Pivot Point: Success in Organizational Change, Morgan-James Publishing, 2013.

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Speakers Photo Justus, Wanda
Principal, DHG Healthcare
wanda.justus@dhg.com

Wanda combines more than 20 years of healthcare strategic consulting service with expertise in using and creating data analytics. Her previous experience includes working with hospitals, health systems, and post-acute care providers to develop and provide strategic solutions as providers move from a fee-for-service to a risk capable environment. Wanda has a keen ability to transform raw data into meaningful intelligence for project development and decision-making. Read more.

Speakers Photo Locke, Kevin
Managing Principal, Healthcare
kevin.locke@dhg.com

Kevin is the Principal-in-Charge of DHG Healthcare's Transformational Solutions and serves as a leader in our Nashville office. He provides advisory services related to strategic planning, physician alignment, clinical integration and population health management to clients across the provider continuum, including integrated health systems, academic medical centers, community hospitals, and large physician practices. He has served as an executive in healthcare operations, strategy, and alignment for over 20 years. Read more.