Creating the conditions for change: an NHS perspective

Fitzgerald K, Biddle LR (2020)
Journal of Health Organization and Management 34(3): 345-361.

Zeitschriftenaufsatz | Veröffentlicht | Englisch
 
Download
Es wurden keine Dateien hochgeladen. Nur Publikationsnachweis!
Autor*in
Fitzgerald, Karen; Biddle, Louise RosaUniBi
Abstract / Bemerkung
Purpose Improving early diagnosis of cancer through system change initiatives is endemic in England’s NHS cancer services. These initiatives, however, often fail to gain traction due to the complexities of health system structures. The purpose of this paper is to explore whether using a change framework grounded in systems thinking could be of help to system leaders. Design/methodology/approach A portfolio of geographically independent projects, all implementing cancer service changes as part of the Accelerate, Coordinate, Evaluate Programme, was used for the study. Eight projects were purposively selected to give a varied case-mix. Two semi-structured interviews were conducted with each project. Analysis of interviews was carried out using the Framework Method. Findings Processes working for (growth processes) and against (limiting processes) change were evident in and common across all eight projects. Projects commonly encountered challenges of relevance, time and bounded thinking. Having a network of committed people was vital for both initiating and sustaining change. Furthermore, understanding stakeholders’ emotional responses to change helped mitigate emergent challenges. Practical implications Leaders should pay constant attention to the dynamics of change, taking time to anticipate and diffuse challenges whilst simultaneously working to create the conditions that help change flourish. A change framework rooted in complex systems theory can help leaders understand the contradictory and non-linear processes inherent in transformational change. Originality/value Few studies seek to understand change dynamics by comparing the experiences of separate change initiatives implemented contemporaneously. The findings offer leaders practical insights on how to implement transformation.
Erscheinungsjahr
2020
Zeitschriftentitel
Journal of Health Organization and Management
Band
34
Ausgabe
3
Seite(n)
345-361
ISSN
1477-7266
Page URI
https://pub.uni-bielefeld.de/record/2962282

Zitieren

Fitzgerald K, Biddle LR. Creating the conditions for change: an NHS perspective. Journal of Health Organization and Management. 2020;34(3):345-361.
Fitzgerald, K., & Biddle, L. R. (2020). Creating the conditions for change: an NHS perspective. Journal of Health Organization and Management, 34(3), 345-361. https://doi.org/10.1108/JHOM-02-2019-0031
Fitzgerald, K., and Biddle, L. R. (2020). Creating the conditions for change: an NHS perspective. Journal of Health Organization and Management 34, 345-361.
Fitzgerald, K., & Biddle, L.R., 2020. Creating the conditions for change: an NHS perspective. Journal of Health Organization and Management, 34(3), p 345-361.
K. Fitzgerald and L.R. Biddle, “Creating the conditions for change: an NHS perspective”, Journal of Health Organization and Management, vol. 34, 2020, pp. 345-361.
Fitzgerald, K., Biddle, L.R.: Creating the conditions for change: an NHS perspective. Journal of Health Organization and Management. 34, 345-361 (2020).
Fitzgerald, Karen, and Biddle, Louise Rosa. “Creating the conditions for change: an NHS perspective”. Journal of Health Organization and Management 34.3 (2020): 345-361.

Export

Markieren/ Markierung löschen
Markierte Publikationen

Open Data PUB

Web of Science

Dieser Datensatz im Web of Science®

Quellen

PMID: 31850690
PubMed | Europe PMC

Suchen in

Google Scholar