All articles by Neil Goodwin – Page 2
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Blogs
Change, altruism and emotions
There is always an expectation of government at times of change that altruism will prevail and managers will wait until the end of the change before determining their own future. This is naive.
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Blogs
BP, the NHS and Failure
The NHS could learn from BP’s decision to establish a new safety division with sweeping powers to oversee and audit the company’s operations.
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Blogs
Strategy is the key to provider survival
It’s tempting to assume that surviving the economic downturn and implementation of the coalition’s health policy is the key to future provider organisational survival. Not so. It is strategy that will be the defining characteristic of provider organisations during the next decade.
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Blogs
'GP commissioners will need to look beyond their community and take tough decisions'
‘I don’t want to see the PCT re-created for me to be then told what services I can have as opposed to the services I need for my patients.’ So said a GP commissioner I saw recently to discuss the merger of community health services with his local acute hospital ...
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Blogs
The emotional leadership expectations of chief executives
The White Paper changes will be more challenging for chief executives who will be expected to help manage the emotions of thousands of staff concerned about their future. This includes accepting that many staff will put themselves - rather than their organisation and perhaps the NHS - first.
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Blogs
Charismatic leadership isn't all it's cracked up to be
He delivers great speeches. He paints a great vision. He motivates. But now he’s in power he’s said to be cautious, allowing others to take control of big discussions and struggling to enforce the difficult decisions he faces.
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Blogs
Time to acknowledge NHS managers' crucial role
After 13 years of institutionalisation under the previous administration and now having to respond to a crisis largely not of their making, now would be a good time to acknowledge the crucial contribution of managers in leading the future changes. Changes that will have human consequences for many people including ...
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Blogs
The Coalition's Managerial Approach
The coalition government has set off to a good start with the mangerial approach of setting clear but ambitious priorities. By so doing they may avoid the death by policy approach of the 1997 government where there was a naïve belief in the correlation between policy volume and service improvement.
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Blogs
The new government and health policy
A new government and a new dawn. But what will the future hold for health and related policy?
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Blogs
Politics reopens the age-old leadership question
What a fascinating week for politics and leadership with the leaders’ debate at the centre of the age-old question whether leadership is about personality or substance.
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Blogs
Obama's political leadership lesson
So here we are just after a year in office and Barack Obama has pushed through a major piece of domestic policy. However, it is not solely an achievement in social domestic policy but just as importantly, a lesson in political leadership and management.
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Blogs
Cooperatives: easier said than done
The proposal to introduce staff cooperatives to run services will work only if government remains focused on the vision and principle, and does not become distracted by the discussion of the detailed consequences.
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Blogs
The importance of trust
If there’s one issue that will be the touchstone for success during 2010 it has to be trust.
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Blogs
The reality of future challenges
A recent seminar with a group of non-executive directors to discuss dysfunctional boards and corporate failure demonstrated how grounded they are about future challenges facing the NHS and their organisations.
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Blogs
Health system development plans
In my report on Lincolnshire I recommended that health system development plans should be introduced across the NHS. This is quite deliberately a recommendation about process because when dysfunctional organisations or health systems are examined the single biggest issue is a breakdown in relationships.
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Blogs
Managers show their worth
I was taken recently by the findings of a study of careers of NHS managers with 25 or more years experience. The findings are especially interesting because the careers of many of the managers interviewed pre-date the introduction of general management into the NHS in the 1990s.
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Blogs
Economic downturn and the opportunity for Foundation Trusts
I suspect from recent comments on ways of handling the economic downturn that the pre-election phoney war is now beginning. Views against initiatives such as workforce reductions have started to emerge but perhaps based more on philosophical grounds rather than rigorous analysis.
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Blogs
Keith Floyd and leadership
Keith Floyd was hugely entertaining albeit with personal flaws such as occasional rudeness and arrogance. Translate this to leadership and it’s the Keith Floyd-esque characters who push the boundaries, always bounce back and rarely give up.
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Blogs
More Perspiration than Inspiration
We are entering a different phase of NHS management that to be successful will have to be characterised by a stronger emphasis on management than leadership, more process and communication, and more perspiration than inspiration.
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Blogs
The conundrum of personality driven leadership
The media has reported that the beleaguered Trevor Phillips is to remain as head of the Equalities and Human Rights Commission after being criticised for his leadership style. This story highlights the conundrum of personality-driven leadership.
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