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Evaluation Report

Influencing Organizational Systems and Policies: Applying the Theory

• Linda Redman, Project Officer, Division for Heart Disease and Stroke Prevention, CDC (moderator)
• Carolyn Crump, Research Assistant Professor, Department of Health Behavior and Health Education, School of Public Health, University of North Carolina-Chapel Hill
• James Emery, Research Associate, Department of Health Behavior and Health Education, School of Public Health, University of North Carolina-Chapel Hill

Session Objective

Upon completion of this session, participants will be able to describe the relevance of systems theory and organizational behavior theory to their states’ heart disease and stroke prevention program.

Supporting Skills and Knowledge

• Identify key concepts from systems theory and organizational behavior theory
• Apply systems/organizational theory concepts to HDSP examples
• Use systems/organizational theory concepts when planning work on HDSP policy issues

Activity

Small groups will use a set of questions to guide their application of the theories to HDSP examples

Session Summary

This session provides concepts from theories of organizational systems change in a simple format. The two main organizational theories to be presented include: 1) systems theory which provides the “big picture” about organizations, and 2) organizational behavior theory which includes the process of change, and the reality of power, politics, and influence in organizations. By the end of the session participants will be able to describe how to help change organizational policy from the perspective of an insider and an outsider. The session will include an activity in which participants apply the concepts to state-specific issues.

Resources

Handouts will be provided including a list of references for further reading on the theoretical concepts.

Session Materials

• Influencing Organizational Systems and Policies: Applying the Theory