Cultural change in a learning disability secure service: the role of the 'toggle' group.

This paper reports the findings of a study into the management of change within a learning disability service in transition from medium to low secure status. The relationship between the service culture and resistance to change was a key consideration. A focus group approach was utilized with eight professionals from a range of disciplines meeting on six separate occasions, and the data were subsequently subject to thematic analysis. The study findings revealed markedly different perceptions of the response of the staff team to the implementation of change, with three groups adopting very different identities and allegiances: a dynamic group, embracing change and showing initiative, a strategically resistant group and a third group, the 'toggle', vacillating between the other two groups according to changing circumstances. The paper concludes that the toggle group were extremely influential with regard to the implementation of change, and may be of significance in analysis of strategies of resistance.