Book contents
- Frontmatter
- Contents
- Contributors
- Foreword
- Preface
- Acknowledgements
- Section 1 Core knowledge
- Section 2 Core skills
- Section 3 Important bodies
- Section 4 Information, evidence and research
- Section 5 Money
- Section 6 NHS structures
- Section 7 Operations
- Chapter 39 Activity and targets
- Chapter 40 Clinical process redesign and lean thinking
- Chapter 41 Managing change
- Section 8 Safety and quality
- Section 9 Staff issues
- Index
- References
Chapter 41 - Managing change
Published online by Cambridge University Press: 05 March 2012
- Frontmatter
- Contents
- Contributors
- Foreword
- Preface
- Acknowledgements
- Section 1 Core knowledge
- Section 2 Core skills
- Section 3 Important bodies
- Section 4 Information, evidence and research
- Section 5 Money
- Section 6 NHS structures
- Section 7 Operations
- Chapter 39 Activity and targets
- Chapter 40 Clinical process redesign and lean thinking
- Chapter 41 Managing change
- Section 8 Safety and quality
- Section 9 Staff issues
- Index
- References
Summary
Managing the status quo is hard enough – how can you manage change?
There are many web documents and a multitude of people who make a living helping teams through the process. The core principles are to engage everyone, use evidence, make a plan, implement the plan and monitor the outcome. It sounds easy but is in fact very difficult. Below are a number of elements which are useful.
- Type
- Chapter
- Information
- Management Essentials for Doctors , pp. 128 - 132Publisher: Cambridge University PressPrint publication year: 2011