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Whither British general practice after the 2004 GMS contract? Stories and realities of change in four UK general practices

Whither British general practice after the 2004 GMS contract? Stories and realities of change in... Purpose – The purpose of this article is to provide answers to two questions: what has been the impact of nGMS on practice organisation and teamwork; and how do general practice staff perceive the impact? Design/methodology/approach – The article is based on comparative in‐depth case studies of four UK practices. Findings – There was a discrepancy between changes observed and the way practice staff described the impact of the contract. Similar patterns of organisational change were apparent in all practices. Decision‐making became concentrated in fewer hands. Formally or informally constituted “elite” multidisciplinary groups monitored and controlled colleagues' behaviour for maximum performance and remuneration. This convergence of organisational form was not reflected in the dominant “story” each practice constructed about its unique ethos and style. The “stories” also failed to detect negative consequences to the practice flowing from its adaptation to the contract. Originality/value – The paper highlights how collective “sensemaking” in practices may fail to detect and address key organisational consequences from the nGMS. http://www.deepdyve.com/assets/images/DeepDyve-Logo-lg.png Journal of Health Organisation and Management Emerald Publishing

Whither British general practice after the 2004 GMS contract? Stories and realities of change in four UK general practices

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References (32)

Publisher
Emerald Publishing
Copyright
Copyright © 2008 Emerald Group Publishing Limited. All rights reserved.
ISSN
1477-7266
DOI
10.1108/14777260810862416
pmid
18488520
Publisher site
See Article on Publisher Site

Abstract

Purpose – The purpose of this article is to provide answers to two questions: what has been the impact of nGMS on practice organisation and teamwork; and how do general practice staff perceive the impact? Design/methodology/approach – The article is based on comparative in‐depth case studies of four UK practices. Findings – There was a discrepancy between changes observed and the way practice staff described the impact of the contract. Similar patterns of organisational change were apparent in all practices. Decision‐making became concentrated in fewer hands. Formally or informally constituted “elite” multidisciplinary groups monitored and controlled colleagues' behaviour for maximum performance and remuneration. This convergence of organisational form was not reflected in the dominant “story” each practice constructed about its unique ethos and style. The “stories” also failed to detect negative consequences to the practice flowing from its adaptation to the contract. Originality/value – The paper highlights how collective “sensemaking” in practices may fail to detect and address key organisational consequences from the nGMS.

Journal

Journal of Health Organisation and Management – Emerald Publishing

Published: Mar 21, 2008

Keywords: General practice; Health services; Team working; Organizational change; United Kingdom

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