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This is an actual case, based on the first author's professional experience

consulting in the health and social services sector. Over the past decade, the Quebec government has imposed several reforms on the sector, leading to the merger of numerous facilities. In this regard, this case is fairly typical of the effects of these changes on the organizations involved and the challenges such reforms present to the local administrators who must implement them as stipulated by the health ministry. While they have some discretion concerning the approach used, it is common for managers to bring in consultants to provide guidance during the change process (Canadian Association of Management Consultants, 2005, Lalonde 2007). This case is of particular interest because the consultant was brought in two years after the merger of three institutions. This timing makes it possible to take a critical look at how the managers went about implementing the merger and the results of their efforts. Many papers on change management focus on what takes place when managers are preparing to implement changes; such studies cannot provide a prospective view of the concrete results of these changes a few years down the line. This is particularly important because many authors believe that the failure rate for managing change is remarkably high. Furthermore, the case is particularly useful for teaching organizational behaviour, as change causes various reactions among the stakeholders — both among upper level managers, who are usually the initiators of the changes, and among the recipients of change, i.e., the front-line managers and employees who must adapt to the change. Several key concepts in organizational behaviour can be addressed using this case study, such as leadership, communication, motivation (or lack thereof) for introducing change, the consultation process, and the organizational culture and climate.
Questions:

-How would you describe the organizational climate at Centre Ste-Clothilde two years after the merger? 
-What is the broader context in which the change process took place?
-How did Mr. Fillion fulfill his role as leader of the transformation process after the merger? What were the distinctive characteristics of Mr. Fillion's leadership pattern?
-What do you personally think about this case? Do your own ideas concerning leadership, power, and communication influence your analysis of the case?

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