All Change management articles – Page 21
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NewsExclusive: NHS faces 'big problem' if reform timetable slips - Nicholson
The NHS faces a “big problem” if there are further delays to the timetable for developing clinical commissioning groups or moving to an all foundation trust system, NHS chief executive Sir David Nicholson has told HSJ.
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CommentThe government shouldn't simply leave the past behind
The government is in a tough spot at the moment, but it can be eased if it heeds the lessons of the NHS Plan era, argues House of Lords independent member Nigel Crisp.
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HSJ KnowledgeWhy a framework for NHS managers is crucial to effective services
Far from cutting bureaucracy in the NHS, large scale cuts to management risks the delivery of the many new initiatives the service will be required to fulfil. Ruth Spellman outlines a way forward.
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HSJ KnowledgeUnited front: why leadership is vital to a successful merger
A shared vision with three critical tests decided on by the various leaders involved is critical to calming the choppy waters of a merger, writes Graham Atkins.
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Comment'Complex consortia issues will require a new style of leadership'
Followership: what sort of a word is that? Whatever it is, it has been troubling me for some time.
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HSJ KnowledgeWhy the outlook for NHS managers isn't all doom and gloom
Although the health secretary is promising to abolish PCTs within two years, to the tune of nearly 25,000 management posts, concerned managers and GPs may be surprised to find many opportunities await them in the reformed NHS.
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HSJ KnowledgeHow pathway mapping software is improving evidence based care delivery
Few people would question the importance of implementing evidence based practice in healthcare, but making improvements in professional practice is not a simple matter. The Map of Medicine tool could change all this, argue Colin Cohen and Bal Duper.
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Comment
Ben Gowland: changing the minds of managers in a clinically led NHS
In all the talk of radical health service reforms, one of the factors which has almost been forgotten is the revolutionary shift in mindset required of the NHS manager in primary care.
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CommentThe debate on consortia governance requires sound principles, and hard evidence
To commission effectively, consortia will need governance arrangements that create confidence and trust, and build legitimacy and partnerships, writes The Health Foundation chief executive Stephen Thornton.
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HSJ KnowledgeEngaging hearts and minds in the face of criticism: the new leadership challenges
The new challenges facing leadership in the NHS are being accompanied by increased confusion and criticism. Steve Onyett examines two key themes in social movement that could liberate leaders from the fear of failure.
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HSJ KnowledgeStepping up: the collaborative approach to becoming a model of innovation
A group of organisations has developed a stepped approach for healthcare services to identify the best ways of joining forces in the search for bigger savings.
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HSJ KnowledgeWhy effective internal communications have never been so important
A combination of strong communication, teamwork and camaraderie framed within trusting relationships will help achieve remarkable results in times of large-scale change and uncertainty, writes University of Nottingham chief executive Peter Homa.
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Comment'By 2030, when many need it most, healthcare will be in meltdown'
The long-term effect on healthcare will be catastrophic if we do not change things now, writes Association of the British Pharmaceutical Industry director general Richard Barker.
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HSJ KnowledgeBook review: 2030 - The Future of Medicine
Some reading may be optional - but Richard Barker’s book 2030 - The Future of Medicine is essential. It is based on unusual joint experience - of the UK and the US systems and of health system with scientific research.
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Comment'Public health cannot survive on £4bn'
Public health is a new burden – it’s official. And local authorities are right to be nervous.
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CommentIs there really room for localism in the Big Healthy Society?
As the centre slowly learns to let go, three bills will shape the future relationship between local and central government, writes Local Government Group’s Rob Whiteman.
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HSJ KnowledgeMaking lean improvements to drive up the quality of mental health care
Two years ago, the Suffolk Mental Health Partnership Trust focused on a project to drive quality and performance based on a lean improvement framework. The resulting patient care quality has been ‘remarkable’.
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HSJ KnowledgeReshaping service delivery to put humanity at the heart of public services
Last month’s ombudsman report didn’t just highlight the gap between the NHS’s values and the reality for older people; it suggested that the health service needs to reshape ways of working that start putting patients back at the heart of care, argues thinkpublic’s design project lead Ella Britton.
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HSJ KnowledgeTough at the top: the challenges facing management teams in the new NHS
Unprecedented challenges for the senior NHS management team make “cohesion” today’s watchword, says Hay Group director in public sector practice Phil Kenmore.
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HSJ KnowledgeImproving patient flow across the cardiology pathway
The elective pathway for cardiology encompasses a wide range of patient transactions and, as with any multi-component patient journey, opportunities for human error, inefficiency and system failure can arise at any point. But lean principles and a clear IMPaCT programme can achieve and sustain cardiology pathway improvements, say Anne Mawson ...