This special report on organisational change looks at the deep scepticism of the health service’s ability to handle change in accordance with an exclusive HSJ survey and how large-scale transformation is a complicated combination of science and art.
Related articles
-
CommentThe benefits of slow leadership
Under relentless NHS pressure, speed is replacing judgement. Leaders risk losing reflection, moral clarity, and safe decision-making in this constant acceleration
-
NewsGovernment accused of ‘disconnect’ in policy over new ICB role
The government’s decision to give integrated care boards partial responsibility for delivering a new £1.8bn special needs programme is creating “real tension” with their plans to cut staffing and focus on commissioning, system leaders have warned.
-
NewsCEOs given six months to take antisemitism training
Trust chairs and chief executives must take mandatory antisemitism and anti-racism training within six months, as part of efforts to tackle “routine ostracism” of Jewish people in the NHS.
More from Supplement Archive
-
-
SupplementsThe NHS needs to play its part in sustainability
Compare environmental, social and financial effects
-
No comments yet