A change management perspective on the introduction of music therapy to interprofessional teams

Abstract

Purpose – The purpose of this paper is to demonstrate how a change management perspective contributes new understandings about music therapy implementation processes. Design/methodology/approach – Narrative inquiry, ethnography, and arts-based research methods were used to explore the experiences of 12 music therapists who developed new services in healthcare settings. These experiences were interpreted using insights from the field of change management. Findings – A change management perspective helps to explain music therapists’ experiences of resistance and struggle when introducing their services to established health care teams. Organisational change theories and models highlight possible strategies for implementing music therapy services successfully, such as organisational assessment, communication and collaboration with other workers, and the appointment of a service development steering group. Research limitations/implications – This paper offers exciting possibilities for developing understanding of music therapists’ experiences and for supporting the growth of this burgeoning profession. Practical implications – There is an important need for professional supervision for music therapists in the service development phase, to support them in coping with resistance and setbacks. Healthcare managers and workers are encouraged to consider ways in which they can support the development of a new music therapy service, such as observing music therapy work and sharing organisational priorities and cultures with a new music therapist. Originality/value – Previous accounts of music therapy service development have indicated that music therapists encounter complex interprofessional issues when they join an established health care team. A change management perspective offers a new lens through which music therapists’ experiences can be further understood.