The ethnographer as health service leader: An insider's view of organisational change.
English NHS
autoethnography
organisational change
primary care
Journal
The International journal of health planning and management
ISSN: 1099-1751
Titre abrégé: Int J Health Plann Manage
Pays: England
ID NLM: 8605825
Informations de publication
Date de publication:
Jan 2019
Jan 2019
Historique:
received:
17
10
2018
accepted:
19
10
2018
pubmed:
9
11
2018
medline:
3
9
2019
entrez:
9
11
2018
Statut:
ppublish
Résumé
The conceptual presentation of a detailed case study of structural reorganisation in the English NHS illustrates what factors lead to productive or unproductive organisational change. This autoethnography of a NHS Trust chair provides an account of two reorganisations over an 8-year period. The paper is based on diaries that allow for the presentation of examples that highlight different processes and outcomes. The various actors in the two reorganisations gave complex and multilayered meanings to structural changes and their impact. Two theoretical frameworks helped to analyse the dynamics of productive and unproductive changes. It is argued that structural change rarely delivers and that working through people and paying due attention to their motivations and moral imperatives will more likely produce benefits to organisations, staff, and patients.
Types de publication
Journal Article
Langues
eng
Pagination
e934-e946Informations de copyright
© 2018 The Authors. The International Journal of Health Planning and Management Published by John Wiley & Sons Ltd.