All Change management articles – Page 41
-
HSJ Knowledge
Home truths from New Zealand's healthcare system
The UK and New Zealand are similar enough for them to learn from each other's very different health service reforms, writes Chris Ham
-
HSJ Knowledge
David Lee on managing risk
One of the joys of NHS management is that you learn something new every day - sometimes an awful lot. Take, for example, the assurance framework and risk register. Not long ago, if I'd been asked about them in a pub quiz I'd have had to guess. But now I ...
-
HSJ Knowledge
Creating the perfect acute hospital
Judges for the HSJ Award for acute healthcare organisation of the year said if you pulled together all the best practice around the country, you would have the perfect trust. So what would it look like, asks Daloni Carlisle
-
News
Trusts urged not to 'fritter away' £1.8bn surplus
NHS managers must 'up their game' to earn autonomy and win the respect of their communities, the NHS chief executive has warned.
-
News
Sir Gerry had a point, admits Rotherham chief
Management guru Sir Gerry Robinson's documentary series at Rotherham General Hospital has led to dramatic changes in the way it is run, its chief executive has claimed.
-
HSJ Knowledge
Mobilising the workforce to improve healthcare
Studying the dynamics of social movements such as recycling and the anti-smoking lobby could be the key to improving the quality and safety of healthcare in the NHS. Jo Bibby explains
-
HSJ Knowledge
Productive ward: making time to improve patient care
Frontline staff will be able to devise their own strategies for spending more time with patients under productive ward. Alexis Nolan reports
-
News
Audit Commission report calls for clinical engagement
Better working relationships and communication between clinical and finance staff is vital for a more efficient NHS, according to an Audit Commission report.
-
Comment
Kate Silvester on repairing processes in the NHS
NHS managers are not taught to understand how the symptoms of the NHS are generated by the invisible processes they and their colleagues in other departments manage. NHS shop floor staff are experts in these processes - but only as far as their own role goes. This process blindness leads ...
-
HSJ Knowledge
Leadership in the NHS - how to sponsor change
To make any change project successful, a good sponsor is essential. Paul Allen explains what the role demands
-
HSJ Knowledge
Efficiency training for behavioural change
Neal Hattersley explains how efficiency can be improved at the service provision level by recognising the need for training
-
HSJ Knowledge
Raj Persaud on cognitive dissonance theory
NHS managers should be aware of a famous theory in social psychology called cognitive dissonance. It has become one of the most dominant ways of accounting for many puzzling behavioural phenomena in the world of academic psychology, yet it remains relatively obscure outside the field.
-
HSJ Knowledge
Helen Bevan on world class commissioning
To make world class commissioning a reality, we must challenge our existing mindsets
-
Comment
Hilary Thomas on clarifying the NHS insurer-provider divide
Separating the NHS’s purchaser and provider functions more clearly would help everyone who works in the service focus unambiguously on their purpose
-
Comment
Malcolm Lowe-Lauri on clinician-led management
Why don't we accept the need for inspiring leaders, wherever they come from?
-
Comment
To George Jenkins, interim chair of Maidstone and Tunbridge Wells
Having been in place for only a short time, it will no doubt be apparent to you and Glen Douglas, your interim chief executive, that you have taken on a tough job.
-
HSJ Knowledge
Joint working: health and local government
All eyes are on Chris Bull as he becomes the first person in the country to head up both a council and PCT. Jennifer Taylor reports on a revolution in joined-up working in Herefordshire
-
HSJ Knowledge
Getting to grips with health inequalities
Improving healthcare for people from black and minority ethnic communities is the aim of a new Health Foundation Shared Leadership for Change project.
-
Comment
Neil Goodwin on building a strong NHS board
Developing an effective NHS board requires good leadership from the chairman, who must set the tone, style and the conduct of business
-
HSJ Knowledge
Maggie Rae on how to foster organisational development
When I moved from Scotland to England some colloquialisms did not travel well while some enjoyed a more universal understanding. One phrase that did travel well is 'walking the talk', the importance of actually doing what you said you would do - the mark of good management and leadership