All Change management articles – Page 42
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HSJ Knowledge
Ali Mohammed on motivating staff
'Research has already been done demonstrating that there is a basket of measures which together produce better staff morale and motivation, lower absence and, most importantly, better patient care'
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HSJ Knowledge
Born under a bad sign
Perinatal depression is gaining a higher profile, with a drive to increase awareness and provide wider access to specialist provision. Emma Dent reports
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HSJ Knowledge
Trading places
After an exceptional week spent in each other's roles, the chief executives of a primary care trust and its main acute provider agree the idea works. Daloni Carlisle reports
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HSJ Knowledge
David Amos on the case for change
'The experience of the Blitz was used as evidence that, on the whole, people wanted to stay put - sixty years later, and the NHS is at it again.'
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HSJ Knowledge
Star quality
A rich variety of activities can help ease boredom for inpatients and lower aggression. Emma Dent reports on how the Star Wards scheme uses pastimes as therapy
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HSJ Knowledge
Lesley Wright on walking the walk
'Many healthcare teams are undertaking the lean approach and systematically removing waste to improve the flow for patients.'
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News
One year on, the message from Nicholson is that he's listening
NHS chief executive David Nicholson is in no doubt of the strength of staff's opposition to more change, or to their distaste for the idea of organisations competing against each other. Rebecca Evans quizzed him on what those staff can expect next
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News
Wanless warns of spending 'hell'
The NHS faces a 'hell of a job' after failing to deliver major advances in productivity and public health, Sir Derek Wanless has told HSJ.
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HSJ Knowledge
Stephen Ramsden on being a good chief executive
'What is the role of a chief executive? I constantly ask myself this and I firmly believe the NHS has got it wrong.'
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HSJ Knowledge
Time to step up to patient-centred care
Mental health clients using services in the community can become commissioners in their own right, says Ailsa Claire
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HSJ Knowledge
Helen Bevan on signature processes
'Best practice is limited by its very nature. It comes from a common pool of knowledge, which means it can be copied by others, who may be able to catch up and overtake you'
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HSJ Knowledge
Green shoots of recovery
In the last of our series on organisational turnaround, we peer through the breaks in the clouds around two once-troubled trusts
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Comment
Neil Goodwin on the principles of success
'Organisations that do not have a culture in which open discussion is encouraged will bury their mistakes and not learn from them'