All Change management articles – Page 18
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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.
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HSJ KnowledgeWhy taking a national approach could kick-start technology adoption in the NHS
High costs, complex planning and ‘pilot-itis’ are all common hurdles to technology adoption. Sally Chisholm argues a coordinated national approach could help overcome them.
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NewsCuts to commissioning management 'risk quality and savings'
Managers in Partnership has criticised plans to half the number of staff working on key parts of NHS planning and commissioning.
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NewsKey risks posed by NHS commissioning reforms revealed
The NHS Commissioning Board has admitted that “key risks” to its success include the haemorrhaging of senior leaders during the reform transition and a shortage of staff to commission specialist and primary care.
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Comment'Reconfiguration may do more harm than good'
History warns us that reconfiguration is not the panacea it’s cracked up to be, says Andy McKeon.
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HSJ KnowledgeSolid foundations: how to lead successfully in the new foundation landscape
Life after authorisation will present new and unusual challenges for many foundation trust executives. Phil Kenmore and Simon Bird have four tips to help them with their survival - and look toward a successful future.
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NewsManagers to fly in to run straggling CCGs' budgets
The NHS Commissioning Board will not take on the budget responsibilities of clinical commissioning groups which fail to win full authorisation by April next year, HSJ has been told.
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Comment'Local healthcare cannot be delivered by giant commissioning bodies'
The key to healthcare delivery models lies within natural communities – not in bloated commissioning organisations, says Charles Alessi.
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HSJ KnowledgeHow to deliver a successful and sustainable hospital transformation
How do you deliver long term transformational change at your hospital when the immediate concern is short term cost improvement? McKinsey senior expert Neil Griffiths has some ideas.
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NewsMost senior leaders failing to create 'strong work climates'
Three quarters of the most senior NHS leaders are “not creating strong work climates”, according to an analysis seen by HSJ.
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CommentNoel Plumridge: has the sparkle gone from social enterprise?
Social enterprises are starting to find that the odds are not in their favour in a cut-throat market, which could make for a bleak picture in a decade’s time, says Noel Plumridge.
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HSJ KnowledgeDeveloping leadership by managing unconscious behaviour
Improving leadership within an organisation through identifying our subconscious behaviour can galvanise a workforce and deliver better performance, write Nicholas Bradbury and Barbara Moyes.
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Comment'Integrated care should be this decade's number one priority'
Achieving proper integrated care must be taken as seriously in the next 10 years as waiting times have been in the last 10, say King’s Fund chief executive Chris Ham and Nuffield Trust director Jennifer Dixon.
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HSJ KnowledgeHow service line management can inspire improved behaviours throughout NHS organisations
Service line management can empower frontline clinicians to make the changes the NHS needs for future viability. The big challenge is changing the way NHS organisations are managed, says Chris Calkin.