The Spread and Sustainability of Organizational Change: Modernizing Healthcare Book

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