Leading change within health services The theory behind a systematic process for leading the implementation of new services within a network structure

Leading change within health services The theory behind a systematic process for leading the... Purpose – Much health service delivery occurs within a network structure, with co‐operation and competition coexisting. Leading change for successful outcomes is a difficult task even outside of this multi‐layered complex context, with reports that up to two‐thirds of change processes are unsuccessfully implemented. This can have a major impact on stress, effectiveness and efficiency. This paper aims to address these issues. Design/methodology/approach – Theories supporting a generic implementation system for managers were explored so that people placed into situations in which they needed to lead and manage change could access a systematic approach that enabled clarification of the network's goal(s), valid communication among members of the network, and performance measurement using indicators the network agrees are meaningful. Findings – The implementation pathway developed provides a change process leaders and managers of change can use within networks. Practical implications – Health service funders and managers will be helped by this systematic implementation process. Originality/value – Health service funders and managers will be assisted by the systematic implementation process. http://www.deepdyve.com/assets/images/DeepDyve-Logo-lg.png Leadership in Health Services Emerald Publishing

Leading change within health services The theory behind a systematic process for leading the implementation of new services within a network structure

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Publisher
Emerald Publishing
Copyright
Copyright © 2014 Emerald Group Publishing Limited. All rights reserved.
ISSN
1751-1879
DOI
10.1108/LHS-10-2012-0033
Publisher site
See Article on Publisher Site

Abstract

Purpose – Much health service delivery occurs within a network structure, with co‐operation and competition coexisting. Leading change for successful outcomes is a difficult task even outside of this multi‐layered complex context, with reports that up to two‐thirds of change processes are unsuccessfully implemented. This can have a major impact on stress, effectiveness and efficiency. This paper aims to address these issues. Design/methodology/approach – Theories supporting a generic implementation system for managers were explored so that people placed into situations in which they needed to lead and manage change could access a systematic approach that enabled clarification of the network's goal(s), valid communication among members of the network, and performance measurement using indicators the network agrees are meaningful. Findings – The implementation pathway developed provides a change process leaders and managers of change can use within networks. Practical implications – Health service funders and managers will be helped by this systematic implementation process. Originality/value – Health service funders and managers will be assisted by the systematic implementation process.

Journal

Leadership in Health ServicesEmerald Publishing

Published: Apr 28, 2014

Keywords: Leadership; Performance management; Change management; Balanced scorecard; Implementation; Habermas

References

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