Change Management
Healthcare Executive, 01 May 2015, vol./is. 30/3(51-52)
The article discusses the five misconceptions about change management in healthcare industry and at least one antidote to each. Topics mentioned include the need for leaders to have a long-range plan that reflects the expected improvements that were the basis for the change, the importance for a leader to be creative and insightful in developing an impetus for change, and the need for leaders to have the ability to drive change down to the lowest level possible in a healthcare organization
Managing the human dimensions of change
Improvement leaders’ guide
NHS Institute for Innovation and Improvement
Management shift
Training Journal, June 2015, p57-59 , Hlupic, V
Article about organisational shift to 6 box leadership model
The ten essentials of large-scale change – Most read article on British Journal for Healthcare Management
Kennedy, R, Lawless, M and Slater, B, British Journal of Healthcare Management, published online September 2013
Culture and behaviour in the English National Health Service: overview of lessons from a large multi-method study
BMJ Quality and Safety, 2014, 23 (2). pp. 106-115
Dixon-Woods, M., Baker, R., Charles, K., Dawson, J., Jerzembek, G., Martin, G., McCarthy, I., McKee, L., Minion, J., Ozieranski, P., Willars, J., Wilkie, P. and West, M
Engaging for success : enhancing performance through employee engagement – the Macleod Report
Published in 2009
Chapter 1 : Employee Engagement – What, why and how
Chapter 2 : The Case for Employee Engagement – The Evidence
Chapter 3 : The Barriers to Engagement
Chapter 4 : Enablers of Engagement – What has to happen to make engagement work
Chapter 5 : Recommendations