The Sustainability and Spread of Organizational Change: Modernizing Healthcare

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ISBN: 9780415370943 | 0415370949
Cover: Hardcover
Copyright: 12/26/2006

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Summary

Supplemental Materials

while retaining a high standard of academic rigor making this an ideal text for students, researchers and practitioners in the fields of healthcare, public management and organizational behavior.

List of illustrations	p. xi
Notes on contributors	p. xiii
Series editor's preface	p. xv
Foreword	p. xvii
Preface	p. xxii
Acknowledgements	p. xxxi
Context	p. 1
Changing by numbers	p. 3
Chapter aims	p. 3
Key point summary	p. 3
The big plan	p. 5
The Agency role	p. 8
Research into Practice	p. 18
Conclusions	p. 21
Critical debates	p. 21
Improvement evaporation: why do successful changes decay?	p. 22
Chapter aims	p. 22
Key point summary	p. 22
Improvement evaporation	p. 23
The dance of change	p. 26
Anchoring change	p. 26
Institutionalizing change	p. 27
Sustaining best practice	p. 28
Sustaining total quality management	p. 30
Momentum busters	p. 33
The process of sustainability in context	p. 33
Implications: theory and practice	p. 35
Critical debates	p. 40
The best practices puzzle: why are new methods contained and not spread?	p. 41
Chapter aims	p. 41
Key point summary	p. 41
Why contained?	p. 42
Spread and diffusion	p. 45
The substance of innovation: what are we trying to spread?	p. 47
The psychology of behaviour change	p. 51
The role of networks	p. 52
The contribution of context	p. 53
Implications: theory and practice	p. 56
Critical debates	p. 59
Experience	p. 61
View from the top: opening the box on sustainability and spread	p. 63
Chapter aims	p. 63
Key point summary	p. 63
Opening the box	p. 64
Exploring the terms	p. 65
Fateful factors	p. 67
Implications for theory and practice	p. 80
Critical debates	p. 84
Shades of resistance: understanding and addressing scepticism	p. 85
Chapter aims	p. 85
Key point summary	p. 85
The nature of scepticism and resistance	p. 86
What's the problem?	p. 88
High-profile initiatives	p. 88
Study findings	p. 90
Modelling behaviour change	p. 96
The value of scepticism and resistance	p. 100
Implications for theory and practice	p. 100
Critical debates	p. 102
Tracking sustainability: lessons from the patient booking timeline	p. 103
Chapter aims	p. 103
Key point summary	p. 103
Background and aims	p. 104
Structure and development	p. 107
NPAT and the MA	p. 112
Definitions of booking	p. 116
Hitting the target, missing the point?	p. 118
Conclusions	p. 123
Critical debates	p. 124
Sustaining and spreading change: the patient booking case experience	p. 126
Chapter aims	p. 126
Key point summary	p. 126
Booking at Parkside	p. 127
Organizational context	p. 130
The redesign team	p. 136
The change process	p. 138
Specialties, teams, and teamwork	p. 142
Individual receptivity	p. 143
Implications for policy and practice	p. 144
Implications for theory	p. 146
Critical debates	p. 148
Layers of leadership: hidden influencers of healthcare	p. 150
Chapter aims	p. 150
Key point summary	p. 150
Leadership in demand	p. 151
The evidence base	p. 153
Beyond tradition	p. 154
Layers of leadership and influence	p. 166
Critical debates	p. 168
Sustaining and spreading change: the cancer collaborative case experience	p. 169
Chapter aims	p. 169
Key point summary	p. 169
Increasing complexity	p. 170
The Walkerville context	p. 171
Management roles and relationships	p. 174
Receptivity to new practices	p. 176
Teamwork dynamics	p. 180
Data management and reporting	p. 182
Discussion	p. 185
Critical debates	p. 188
High impact: key changes in cancer care	p. 189
Chapter aims	p. 189
Key point summary	p. 189
Introduction	p. 190
Traditional methods versus rapid access assessment	p. 194
The sustainability and spread of rapid access assessment	p. 195
Implications for theory and practice	p. 203
Critical debates	p. 207
Spreading can be easy: the 'see and treat' experiment	p. 208
Chapter aims	p. 208
Key point summary	p. 208
Waiting, waiting, waiting	p. 209
The Emergency Services Collaborative	p. 211
Exploring 'see and treat'	p. 213
Visibility, targets, timing	p. 223
Critical debates	p. 224
Implications	p. 225
The sustainability and spread story: theoretical developments	p. 227
Chapter aims	p. 227
Key point summary	p. 227
A tale of two problems	p. 228
Processes, narratives, and paths	p. 236
Sustainability and spread stories	p. 241
The extended timescale	p. 245
Critical debates	p. 248
Sustaining change and avoiding containment: practice and policy	p. 249
Chapter aims	p. 249
Key point summary	p. 249
The modernization context	p. 251
Managing sustainability	p. 254
Managing spread	p. 260
Policy implications	p. 265
Critical debates	p. 271
Researching major change: issues and dilemmas	p. 272
Chapter aims	p. 272
Key point summary	p. 272
Collaborative designs	p. 273
Issues arising	p. 275
The researcher role	p. 280
Critical debates	p. 282
Bibliography	p. 283
Index	p. 296
Table of Contents provided by Ingram. All Rights Reserved.

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The Sustainability and Spread of Organizational Change: Modernizing Healthcare

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The Sustainability and Spread of Organizational Change: Modernizing Healthcare

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Table of Contents

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