All Change management articles
See all articles with this subject.
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CommentCompassionate leadership is not just about ‘being nice’
Compassionate leadership isn’t the problem for the NHS; practising it superficially is. Real compassion already includes clarity, boundaries, and action
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CommentNHS reform is having a disproportionate impact on female staff
NHS reform is accelerating. How leaders support and retain diverse women during change will determine delivery, capacity, and long-term success
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CommentWhy pharmacy is still excluded from neighbourhood care
Community pharmacy is one of the NHS’s most accessible assets, yet it remains largely excluded from new integrated care models.
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CommentThe NHS risks going backwards on patient safety
NHS organisations are beginning to shift from blame-focused incident management to systems-based learning. But with old cultures still deeply embedded and operational pressures mounting, leaders and regulators must actively resist a return to defensive, compliance-driven thinking
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NewsCEO turnover hits 25% as ‘scrutiny ratchets up’
One in four trusts saw their chief executive change last year, which senior figures say reflects “onerous” performance management being “ratcheted up” – and a problem retaining leaders.
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NewsTrust takes control of ‘toxic’ service at ‘under siege’ neighbour
A small hospital’s general surgery service is being taken over by a neighbour, after a review found “unacceptable” care standards and reported concerns about a “toxic culture”.
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CommentLeaders must be realistic as well as compassionate
More than a decade of training leaders in compassionate behaviours is failing under NHS pressures. A new ‘realistic leadership’ model offers clarity, presence and resilience as the internal foundation that compassion needs to survive
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CommentWhy behaviour change holds the key to scaling NHS innovation
At NCL Health Alliance, part of UCLPartners, behavioural science is helping staff adopt new systems that make care simpler and more sustainable
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NewsEx-NHSE director slams ‘appalling’ treatment of ICB staff
A recently departed NHS England national director has branded the treatment of integrated care board and NHSE staff as “appalling” amid the ongoing uncertainty over their roles.
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NewsNHSE’s improvement teams axed
NHS England’s elective, emergency care and mental health improvement support teams are being axed – and their staff and functions merged into the Getting it Right First Time programme, HSJ has learned.
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CommentNational priorities must not crowd out local initiatives
Wes Streeting seeks to drive NHS performance by shifting from top-down management to empowering staff and local teams. Sir Chris Ham explores what more will be required to support the hard work of delivering the 10-year health plan
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CommentWe don't know enough about what makes NHS managers effective
A research study seeks to understand what kind of management capacity the NHS actually needs and what makes for effective management capability, write Leo McCann, Ian Kirkpatrick and Kirsten Armit
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CommentShould the NHS quit X?
Racism still poses a complex and contentious challenge that is not being fully addressed. Creating more representative leadership and addressing the service’s involvement with problematic social media platforms are just two of the ways the service can help tackle the problem writes Edna Boampong
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![Wendy Korthuis-Smith[2]](https://d3e6tmgg461bic.cloudfront.net/Pictures/100x67/7/6/4/3063764_wendykorthuissmith2_965497_crop.jpg)
HSJ PartnersBringing NHS Impact to life: What executives can focus on now
With the support of Virginia Mason Institute, NHS Impact is taking root across the nation’s trusts and practices, with many executives both eager to do their part and unsure of where to start
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CommentThe NHS needs to give its 'accidental managers' more support
Inadequate training for NHS managers highlights a pressing need for mandated and high-quality leadership training to enhance patient care and organisational effectiveness, writes Anthony Painter
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NewsNHS spends ‘an awful lot’ on management consultants, says shadow minister
A Labour shadow minister has criticised the NHS spending an ‘awful lot of money’ on management consultants, saying it is frustrating for other managers that ‘big firms’ are brought in when major problems arise.
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CommentMore managers would ensure justifiable staff concerns are heard quickly
In light of the Lucy Letby case, to proactively identify and prevent unethical behaviour in the NHS, senior managers must analyse key events regarding staff voicing their concerns using a time-based perspective, write John Richmond, Dr Sarah Brooks and John Blenkinsopp
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Comment'You utter bastard, Rummage!'
The country’s most challenged integrated care system has been told to restructure. The board remains as committed as ever to protecting the most vulnerable – themselves. Julian Patterson has the details
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NewsTech body sets stretching workforce targets to end ‘unacceptable’ lack of diversity
NHS Digital has launched ambitious new workforce targets to tackle an “unacceptable and inexcusable” lack of diversity, according to its new chief executive.
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CommentEvaluation of service transformation needs more money, staff and focus
There is a need to change how rapid service evaluation is funded, co-ordinated and delivered, not just during but beyond the pandemic to enable more effective scale-up of health and care innovations, writes Prof Mike Roberts