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  1. Book ; Online ; E-Book: Successful change management in health care

    Chowthi-Williams, Annette / Davis, Geraldine

    being emotionally and cognitively ready

    2022  

    Abstract: Change is frequent in healthcare, yet change management is often far from perfect. This book considers the complexity of change within large organisations, explores existing models of change, and emphasises the vital role of emotional and cognitive ... ...

    Author's details Annette Chowthi-Williams and Geraldine Davis
    Abstract Change is frequent in healthcare, yet change management is often far from perfect. This book considers the complexity of change within large organisations, explores existing models of change, and emphasises the vital role of emotional and cognitive readiness in successful change management. Despite the plethora of organisational change management approaches used in healthcare, the success rate of change in organisations can be as low as 30%. New thinking about change management is required to improve success in service development, improvement and innovation. Arguing that emotional and cognitive readiness for change requires engagement with the people involved, and a thorough understanding of areas of friction and potential challenge, this book also delves into the neglected issue of emotion, examining emotional labour and emotion and change. It investigates how human emotion can be incorporated into change management models, alongside and intertwined with cognitive approaches, to support effective change. Using the NHS as a central case study, this book incorporates examples of actual change from a range of healthcare settings from acute to primary care, enabling readers to see how change management models can be adapted and utilised in practice. This is an essential read for students, as future change leaders, and practitioners and managers leading and managing change in healthcare.
    Keywords Health facilities/Administration ; Health services administration
    Subject code 362.1068
    Language English
    Size 1 online resource (207 pages)
    Edition First edition.
    Publisher Routledge
    Publishing place Abingdon
    Document type Book ; Online ; E-Book
    Remark Zugriff für angemeldete ZB MED-Nutzerinnen und -Nutzer
    ISBN 1-00-312839-4 ; 1-000-54711-6 ; 1-000-54709-4 ; 1-003-12839-4 ; 0-367-65213-7 ; 0-367-65215-3 ; 978-1-00-312839-7 ; 978-1-000-54711-5 ; 978-1-000-54709-2 ; 978-1-003-12839-7 ; 978-0-367-65213-5 ; 978-0-367-65215-9
    Database ZB MED Catalogue: Medicine, Health, Nutrition, Environment, Agriculture

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  2. Article: Staff preparedness is key to successful change in the NHS.

    Chowthi-Williams, Annette

    British journal of nursing (Mark Allen Publishing)

    2023  Volume 32, Issue 7, Page(s) 320

    Abstract: Annette Chowthi- ... ...

    Abstract Annette Chowthi-Williams
    MeSH term(s) Humans ; State Medicine ; Health Workforce
    Language English
    Publishing date 2023-04-07
    Publishing country England
    Document type Journal Article
    ZDB-ID 1119191-0
    ISSN 0966-0461
    ISSN 0966-0461
    DOI 10.12968/bjon.2023.32.7.320
    Database MEDical Literature Analysis and Retrieval System OnLINE

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  3. Article ; Online: Evaluation of how a real time pre-registration health care curricula was managed through the application of a newly designed Change Management Model: A qualitative case study.

    Chowthi-Williams, Annette

    Nurse education today

    2018  Volume 61, Page(s) 242–248

    Abstract: Background: Curricula change in nurse education is of international importance. The pace of such change has been continuous and has triggered criticisms of inadequate preparation of practitioners. There are no change formulae for managing curricula ... ...

    Abstract Background: Curricula change in nurse education is of international importance. The pace of such change has been continuous and has triggered criticisms of inadequate preparation of practitioners. There are no change formulae for managing curricula change and despite a raft of change methods, globally change success remains low. A lack of a unified voice, undue focus on cognition, and arguably no existing models for academia and a literature gap contribute to change challenge. A new Change Management Model designed from research with emotion as its underpinning philosophy is evaluated.
    Objective: Evaluation of a newly designed Change Management Model through a real time pre-registration health care curricula change.
    Design: A qualitative case study was adopted. The single case study was the new pre-registration health care curricula.
    Setting: This study took place in a Faculty of Health and Social care in one HEI in the UK.
    Participants: Four senior academics and fifteen academics across professions and specialisms involved in the curricula change took part in the study.
    Results: The findings suggested that leadership operated differently throughout the organisation. Distributive and collective leadership created a critical mass of people to help deliver the new curricula but academics felt excluded at the strategic level. Emotion at the strategic level inhibited innovation but boosted engagement, emotional relationships and creativity at the operational level. Face to face communication was favoured for its emotional connection. A top down approach created an emotional disconnect and impacted inclusiveness, engagement, empowerment, vision and readiness for change.
    Conclusion: Testing the new model widely not only in organisations, practice and team changes but personal change in improving health and wellbeing could be beneficial. The continuing gap in knowledge on the link between emotion and curricula change, practice and organisational change and therapeutic value of the model also warrants further research.
    MeSH term(s) Curriculum ; Delivery of Health Care ; Education, Nursing, Baccalaureate/organization & administration ; Faculty ; Humans ; Leadership ; Models, Organizational ; Organizational Innovation ; Qualitative Research
    Language English
    Publishing date 2018-02
    Publishing country Scotland
    Document type Evaluation Studies ; Journal Article
    ZDB-ID 1062570-7
    ISSN 1532-2793 ; 0260-6917
    ISSN (online) 1532-2793
    ISSN 0260-6917
    DOI 10.1016/j.nedt.2017.12.004
    Database MEDical Literature Analysis and Retrieval System OnLINE

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  4. Article ; Online: Evaluation of how a curriculum change in nurse education was managed through the application of a business change management model: A qualitative case study.

    Chowthi-Williams, Annette / Curzio, Joan / Lerman, Stephen

    Nurse education today

    2016  Volume 36, Page(s) 133–138

    Abstract: Background: Curriculum changes are a regular feature of nurse education, yet little is known about how such changes are managed. Research in this arena is yet to emerge.: Objective: Evaluation of how a curriculum change in nurse education was managed ...

    Abstract Background: Curriculum changes are a regular feature of nurse education, yet little is known about how such changes are managed. Research in this arena is yet to emerge.
    Objective: Evaluation of how a curriculum change in nurse education was managed through the application of a business change management model.
    Method: A qualitative case study: the single case was the new curriculum, the Primary Care Pathway.
    Participants and setting: One executive, three senior managers, two academics and nineteen students participated in this study in one faculty of health and social care in a higher education institution.
    Results: The findings suggest that leadership was pivotal to the inception of the programme and guiding teams managed the change and did not take on a leadership role. The vision for the change and efforts to communicate it did not reach the frontline. Whilst empowerment was high amongst stakeholders and students, academics felt dis-empowered. Short-term wins were not significant in keeping up the momentum of change. The credibility of the change was under challenge and the concept of the new programme was not yet embedded in academia.
    Conclusion: Differences between the strategic and operational part of the organisation surfaced with many challenges occurring at the implementation stage. The business change model used was valuable, but was found to not be applicable during curriculum changes in nurse education. A new change model emerged, and a tool was developed alongside to aid future curriculum changes.
    MeSH term(s) Curriculum ; Education, Nursing/organization & administration ; Models, Organizational ; Organizational Innovation ; United Kingdom
    Language English
    Publishing date 2016-01
    Publishing country Scotland
    Document type Journal Article
    ZDB-ID 1062570-7
    ISSN 1532-2793 ; 0260-6917
    ISSN (online) 1532-2793
    ISSN 0260-6917
    DOI 10.1016/j.nedt.2015.08.023
    Database MEDical Literature Analysis and Retrieval System OnLINE

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