This paper analyses the impact of a regulatory change ('shock') on a public serviceorganization. Depending on the nature of the organization, various steps are under taken toingest the shock. Since health care organizations are high performance entities and are asystem of interrelated medical care units, they need to use theoretical frameworks that assistin change management of large systems. Currently there are a number of frameworks whichcan achieve this. In this paper, I will analyse two system change frameworks and propose a new approachbased on these two frameworks.
Organisationalchange, behaviour of employees, climate, perception
