Public Health Pronto: Module 10.0

Public Health Pronto: Module 10.0

Change Management & Adaptive Leadership

Module 10.0: Overview

Change management emerged first in the 1960s as part of Everett Rogers' Diffusion of Innovations approach; change management seeks to provide individuals/professionals and organizations/systems with the abilities (drawn from behavioral and social sciences, information technology, and the business world) to meet new challenges. In MCH, it is particularly important to equip the Title V workforce and key organizations with the ability to meet the opportunities and challenges of a transformed MCH Block Grant and health care reform more broadly.

Change management builds on the MCH Leadership Competencies as a foundation while utilizing a new framework (often broken down into four steps: identifying the need for, preparing for, managing/implementing, and evaluating the change) and set of management competencies (often defined as information, task, people, interpersonal, and personal management as well as technical expertise) to establish skills on a personal and organizational level to address a changing work environment. Skills gained through this process are necessary for MCH professionals from beginning to end of all activities in daily work: assessment, innovation, testing, performance measurement, implementation, and improvement cycles.  

This topic area continues our look at the National MCH Workforce Development Center topic areas. These were selected to address Title V workforce development needs, which continue to evolve with the transformation of the MCH Block Grant process.


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Each module below examines the competency as part of a learning process. You can use these modules sequentially or choose those of most relevance to your needs:

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This project is supported by the Health Resources and Services Administration (HRSA) of the U.S. Department of Health and Human Services (HHS) under grant number UE8MC25742; MCH Navigator for $180,000/year. This information or content and conclusions are those of the author and should not be construed as the official position or policy of, nor should any endorsements be inferred by HRSA, HHS or the U.S. Government.