Organizational context

The organizational context for this change was a large mental health and development services agency,

serving the lifespan $($infants to seniors$)$ of the client population. It covered a large urban and rural region,

and multiple office sites. The organization was government$-$funded by several health and social service

ministries and was facing increasing accountability to provide detailed quarterly and annual financial and

service reports. The organization collaborated with a wide range of community service partners, such as

healthcare, education, justice, child welfare, employment, and housing. This was a traditional organization

with a hierarchical structure and culture, and well$-$established policies and procedures $(O^{\text{'}}$ Connor &

Netting, $2009).$ It was governed by a board of directors from the professional community. The senior

leadership team included an executive director, a director of clinical services, and a director of operations.

The middle management team consisted of program managers and clinical $$upervisors for each area

$($developmental$,$ children's, adult and senior$\text{'}$s mental health$).$ There were interdiscinlinant teams for each