All Change management articles – Page 17
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HSJ KnowledgeDial Q for quality: the programme helping healthcare leaders deliver change
To improve quality leaders must focus on relationships that facilitate change. Daloni Carlisle looks at a project to develop the right skills.
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Comment'Clinical engagement cannot be considered too expensive now'
HSJ interviews Dr Richard Bohmer on the scale of challenge facing NHS organisations.
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NewsSafety fears grow as upheaval of care quality staff triples
The government’s health reforms have sparked a tripling of turnover among the NHS managers, nurses and doctors responsible for monitoring hospital care quality.
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HSJ KnowledgeWhy collaboration is the new tool of effective peer leadership
The end of job security for senior NHS staff is giving rise to a new era in which the “peer leader” collaborates to tackle tough problems. Robin Douglas and Jane Keep explain.
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CommentNigel Edwards: how Lansley's big vision got shredded
Does the Health Act leave Lansley powerless?
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LeaderCommissioning board mandate must set out a clear vision
CCGs should be wary about what comes next.
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CommentMichael White: abortion row gives a glimpse of politically disfiguring culture wars
Partisans are standing firm and playing politics.
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HSJ KnowledgeTime to change: how leaders can help inspire round the clock care
The fundamental basis for nursing practice should be the concept of hourly rounding, rather than just another “thing” for nurses to do, says Marie Hutchings.
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NewsExclusive: over 60 per cent of CCGs choose PCT manager as their leader
Most clinical commissioning groups are set to make a manager their accountable officer, and are choosing primary care trust staff to fill key leadership roles in their organisation.
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CommentNick Seddon: healthcare reform's new dawn
Radical thinking from radical people is the only way forward if the health service is to thrive, says Nick Seddon.
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HSJ KnowledgeHow to identify and treat patients in appropriate care settings
A hospital trust’s program of analysis, training and delivery to improve care settings for emergency admissions could provide insight into the structure of services across an entire health economy. Lucy Reynolds, Duncan Harper and Peter Wilson report.
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HSJ KnowledgeKey insights into making health and wellbeing boards work
A local government simulation exercise provided a valuable insight into how health and wellbeing boards could - and need - to work in the near future. Hywel Lloyd and Helen Brown discuss the lessons learned.
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Comment'We must look at today's challenges in terms of the NHS legacy'
What will you be remembered for?
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HSJ KnowledgeWhy medical leaders need to be proactive in driving culture change
We need our medical leaders to direct their energy and enthusiasm into better engagement and driving improvement, say Vijaya Nath and John Clark.
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Comment'This business model lets us focus on quality services and safe staff'
The outcome of co-ownership at a healthcare organisation has been a cultural belief in the notion of quality care being delivered free from bureaucratic control, as Andrew Burnell reports.
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Comment'There is inherent value in high quality outcomes data'
Patient outcomes can provide value no matter what the NHS looks like.
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NewsEthics expert urges health service to consider losers when cutting costs
The NHS needs to think more about who is being harmed by decisions as it battles to reduce costs, a leading researcher has said.
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CommentDavid Kerr: the true value of reform must be defined by patient outcomes
Rather than distracting from the NHS efficiency challenge, the Health Bill could help achieve it, writes David Kerr.
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HSJ KnowledgeHow to improve staff collaboration and delivered integrated care
Collaboration and enabled leadership helped one trust achieve better integration of services, which ended up benefitting both the patients receiving care and the staff delivering it, writes Jane Wells.
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HSJ KnowledgeHow to make change management a driver of quality care
Delivering an improved level of quality in patient care through change management is certainly achievable, but the vision and the process must be visible and understood at all levels of your organisation, say Marie-Clare Mendham and Seraphim Patel.