Implementing & Managing Change in the NHS.

Implementing & Managing Change in the NHS. A Pilot Study Andy Appleton

Implementing & Managing Change in the NHS • The purpose of Change is to implement Organisational Strategy. • The way we manage Change determines whether the Strategy works or not. • Strategy and Change can only work with the buy in from people at ALL levels of the organisation.

Implementing & Managing Change in the NHS • NHS can be described in 2 extreme forms • Mission oriented. • Totally Functional. • In truth the 2 extremes tend to be mixed

Implementing & Managing Change in the NHS Where Mission is dominant the organisation is the epitome of decentralisation. Each department pursues what it does – its mission. With little tie in to other departments.

Implementing & Managing Change in the NHS • The functional organisation is centralised. There should be a legitimate desire to take advantage of the obvious economies of scales and to increase the coverage of the expertise in each operational area across the whole organisation.

Implementing & Managing Change in the NHS • This will push us towards a functional organisation • Since neither alternative is likely to produce acceptable results on its own there needs to be a compromise. • So what is the NHS?

Implementing & Managing Change in the NHS • Top 3 employers in world (Public Sector)2005 • Chinese Army 2.5 m • Indian Railways 1.6m • NHS 1.4m • Per head of population, greater % of people work for NHS.

Implementing & Managing Change in the NHS • “We would be far better off taking on the Chinese Army than wade through the bureaucratic porridge that is the NHS. For one thing there are fewer people trying to make their own decisions in the Chinese Army”.Cooksley

Implementing & Managing Change in the NHS • When Hospitals develop their business and operational strategies how many consider if they have the right people to help them achieve their goals?

Implementing & Managing Change in the NHS • What are the 2 most important factors to move any department in a hospital forward? • Understanding & utilising the skills & experience of people in the business • Communication

Implementing & Managing Change in the NHS • What usually destroys these factors • Lack of understanding of both of these points • Bad Managers • Without an understanding of the people in the workplace all strategies are doomed AA

Implementing & Managing Change in the NHS • The most vital determinant in achieving continuous improvement is through the attitude and behaviour of its people. • The NHS, department by department is adept at what they do, but they don’t know what they don’t know.

Implementing & Managing Change in the NHS • “The things we fear are undefeatable. Not by their nature but by our approach”.jewel • “How can we understand the people we work with when we cant understand ourselves”.AA

Implementing & Managing Change in the NHS • Communication • If 50% of what is required to save a company is communication, then 50% of what is required to develop a company is also communication.

Implementing & Managing Change in the NHS • Believe that the job you do makes a difference. • Play to your strengths. • Keep the common touch • Make a difference

Implementing & Managing Change in the NHS Cleaning, Disinfecting and Sanitisation A Pilot Study. • Audit • Present methods • Desired levels of excellence • Gap analysis

Implementing & Managing Change in the NHS • Sustainable change & improvement in the workplace can be achieved by understanding ourselves & others. • Development takes courage & commitment. It should engage people emotionally & intellectually. • The outcome of which should be observable changes in attitude & behaviour towards each other. This will also be reflected in quality of output.

Implementing & Managing Change in the NHS.