Abstract
Introduction
This paper studies change management in the public health care organizations in the North Jutland Region. First off, this paper will focus on some of the challenges the public sector is facing in general in Denmark. Narrowing down to the public health care in specific Hospitals in the North Jutland Region.
Afterwards this paper will present the organizational change, FLO (Fremtidig Klinisk Ledelsesmæssig Organisation), the Hospitals in the North Jutland Region went through in the beginning of 2012. Presenting three assumptions this paper will try to either verify or unverify them. The assumptions are:
1) It is assumed that there has been a significant distance between section-leading nurse and her employees after the implementation of FLO.
2) It is assumed that this distance affects the possibilities the section-leading nurses must handle change management in cross pressure.
3) It is assumed that there is an unnecessary high degree of decoupling in regards of practicing change management in a cross-pressure in hospitals in the North Jutland Region.

Research question
How does the section-leading nurse handle change management under cross-pressure in Hospitals in the North Jutland Region? Including, how did the section-leading nurses experience the leadership change relating to FLO?

Purpose
The purpose of researching this topic is partly to understand how section-leading nurses handle change management in general. This paper will not focus on a specific change, merely the bulk of changes section-leading nurses must handle in their management practices. Furthermore, this paper has an assumption about the organizational changes in the North Jutland Region’s Hospitals in 2012. The assumption is that the change of role for the section-leading nursing practitioners went from being very close to their core services, to more overall management tasks.

Method
The method to investigate this research question is partly theoretical, and partly during field study.
The theories represented in this paper are from Dag Ingvar Jacobsens book”Organisationsændringer og forandringsledelse” and chapters from Kurt Klaudi Klausens books ”Strategisk ledelse i det offentlige” and ”Strategisk Ledelse – De mange arenaer” will be used to understand the following topics: change management and cross-pressure. The theories will be analyzed during the presentation, and finally culminate into a theoretical answer to the research question.
Afterwards the field study will be presented. Three section-leading nurses will be interviewed about topics related to the research question. Their answers combined with those of the theoretical section will serve as a conclusion to the questions at hand.

Result
The result shows that section-leading nurses use a variation of management tools to survive the bulk of changes in their management practices. In different ways their use negotiation, decoupling, translation, information or presence to either motivate employers to help them manage changes, or to understand the changes at hand.
Furthermore, this paper concludes that the organizational change, FLO, in 2012 did in fact catch some section-leading nurses completely off guard, and some still struggle to find their managerial standpoint.
Regarding the assumptions, the paper concludes that there where in fact distance between the section-leading nurse and her employees after the implementation of FLO. But it doesn’t necessarily have any impact on the relationship or the cooperation between them. In regards of decoupling, this assumption was somewhat falsified. There were some vague opinions on the matter, but not any clear-cut proof, instead the section-leading nurses tended to use other forms of management tools, as listed above; influence on change, information and translation all to survive in cross-pressure situations.