An exciting and important addition to organizational change and health care management literature, this topical book presents academically rigorous theory and a unique assessment of NHS change processes. Influenced by implementation methods, and also by the wider context, organization political issues and the nature of the changes themselves, the changes under consideration in this book are mostly large-scale, major, systemic, transformational, and strategic in their substance and intent. Some of the smaller-scale change processes explored here are significant as contributing elements to the wider strategic agenda. Structured in three distinct parts, this book investigates: contextual, managerial, political, and temporal issues.
Though process-based explorations of change have a reputation for confirming complexity, while omitting to generate practical advice, in this book, each chapter uses up-to-the-minute research and practical applications of theory to provide readers with a balanced and practical approach whilst retaining a high standard of academic rigour making this an ideal text for students, researchers and practitioners in the fields of healthcare, public management and organizational behaviour.
Foreword Preface Part 1 Context Chapter 1 Changing by numbers Diane Ketley and Helen Bevan Chapter aims Keypoint summary The big plan The Agency role Research into practice Conclusions Critical debates Chapter 2 Improvement evaporation: why do successful changes decay? David A. Buchanan and Louise Fitzgerald Chapter aims Key point summary Improvement evaporation The dance of change Anchoring change Institutionalizing change Sustaining best practice Sustaining total quality management Momentum busters The process of sustainability in context Implications: theory and practice Critical debates Chapter 3 The best practices puzzle: why are new methods contained and not spread? David A. Buchanan and Louise Fitzgerald Chapter aims Keypoint summary Why contained? Spread and diffusion The substance of innovation: what are we trying to spread? The psychology of behaviour change The role of networks The contribution of context Implications: theory and practice Critical debates Part 2 Experience Chapter 4 View from the top: opening the box on spread and sustainability Jane Louise Jones, Elaine Whitby and Rose Gollop Chapter aims Key point summary Opening the box Exploring the terms Fateful factors Implications for theory and practice Critical debates Chapter 5 Shades of resistance: understanding and addressing scepticism Rose Gollop and Diane Ketley Chapter aims Key point summary The nature of scepticism and resistance What's the problem? High profile initiatives Study findings Modelling behaviour change The value of scepticism and resistance Implications for theory and practice Critical debates Chapter 6 Tracking sustainability: lessons from the patient booking timeline Annette Neath Chapter aims Keypoint summary Background and aims Structure and development Structure and objectives of each wave NPAT and the MA Definitions of booking Hitting the target, missing the point? Conclusions Critical debates Chapter 7 Spreading and sustaining change: the patient booking case experience Jane Louise Jones Chapter aims Keypoint summary Booking at Parkside Organizational context The redesign team The change process Specialities, teams, and teamwork Individual receptivity Implications for practice and policy Implications for theory Critical debates Chapter 8 Layers of leadership: hidden influencers of healthcare improvement Annette Neath Chapter aims Keypoint summary Leadership in demand The evidence base Beyond tradition Layers of leadership and influence Critical debates Chapter 9 Spreading and sustaining change: the cancer collaborative case experience Elaine Whitby and Rose Gollop Chapter aims Keypoint summary Increasing complexity The Walkerville Context Management roles and relationships Receptivity to new practices Teamwork dynamics Data management and reporting Discussion Critical debates Chapter 10 High impact: key changes in cancer care Rose Gollop and Sharon Saint Lamont Chapter aims Keypoint summary Introduction The rapid access philosophy The sustainability and spread of rapid access Implications for theory and practice Critical debates Chapter 11 Spreading can be easy: the 'see and treat' experiment Sharon Saint Lamont Chapter aims Keypoint summary Waiting, waiting, waiting The Emergency Services Collaborative Exploring see and treat Visibility, targets, timing Critical debates Part 3 Implications Chapter 12 The sustainability and spread story: contributions to theory Louise Fitzgerald and David A. Buchanan Chapter aims Keypoint summary A tale of two problems Processes, narratives, and paths Sustainability and spread processes The extended timescale Critical debates Chapter 13 Sustaining change and avoiding containment: practice and policy David A. Buchanan, Louise Fitzgerald and Diane Ketley Chapter aims Keypoint summary The modernization context Managing sustainability Managing spread Policy implications Critical debates Chapter 14 Researching major change: issues and dilemmas Elaine Whitby, Rose Gollop and David A. Buchanan Chapter aims Keypoint summary Collaborative designs Issues arising The researcher role Critical debates