Classic theories - contemporary applications: a comparative study of the implementation of innovation in Canadian and Chinese public sector environments

In a classic article reviewing the field of planned change, Chin and Benne (1984) outlined three meta-approaches to the implementation of change in social and organizational contexts. These meta-theories of change – Rational-Empirical, Normative-Reeducative, and Power-Coercive – summarized the field of then-existing knowledge related to innovation at a systems level. Chin and Benne’s resulting framework summarized much of the practice in change management carried out to date and provided a framework for planning of change to be implemented over the next several decades. Research with a Public Sector focus carried out more recently (Popovich, 1998; Pozner and Rothstein, 1994) confirms that the theoretical orientations outlined in 1984 continue to be applied to the practice of innovation among modern public sector managers. This study outlines the relative popularity of each of the three meta-strategies within public sector environments within Canadian and Chinese Public Sector environments. Research interviews and literature indicate that there are significant differences, driven by culture and experience with change itself, across these two environments. Within the framework provided by Chin and Benne, current practice in a Canadian environment tends to favour a combination of NormativeReeducative and Rational-Empirical change strategies while Chinese change practice tends to focus on a Power-Coercive approach backed up by a Rational-Empirical strategy. Reviews of case studies of change efforts carried out in Canada indicate a movement, in some cases at the level of intent but increasingly in practice, toward change strategies reflective of Normative-Reeducative thinking. Innovative attempts to increase employee and stakeholder participation in change strategy development are key in this trend. In contrast, analysis of reveal that, while a Power-Coercive strategy is both culturally sanctioned and supported, a meta-strategy different from the three nominated in Chin and Benne’s framework dominates change practice. Study findings indicate that attempts at change efforts are generally effective to the extent that they are introduced by power figures, but driven through Relationship as a key change strategy. The narratives analyzed suggest that in China, relationship is a necessary prerequisite to beginning and reinforcing effective change processes. The article explores the implication of this alternative strategy for the introduction of innovation in a public sector environment. Attention is drawn to the significance of a stakeholder orientation to governance as an underlying value in the initiation of dialogue “within relationship” as an innovative change strategy.