This important book examines issues affecting the sustainability and spread of new working practices. The question of why good ideas do not spread, athe best practices puzzlea, has been widely recognized. But the aimprovement evaporation effecta, where successful changes are discontinued, has attracted less attention. Keeping things the way they are has been seen as an organizational problem to be resolved, not a condition to be achieved. This is one of the first major studies of the sustainability of change focusing on the example of the NHS, by a unique team of health service and academic researchers. The findings may apply to a variety of other settings. The agenda set out in 2000 in The NHS Plan is perhaps the largest organization development programme ever undertaken, in any sector, anywhere. The NHS thus offers a valuable aliving laboratorya for the study of change. This text shows that sustainability and spread are influenced by a range of issues - contextual, managerial, political, individual, and temporal. Developing a processual perspective, this fresh analysis considers policy implications, and strategies for managing sustainability and spread. This book will be essential reading for students, managers, and researchers concerned with the effective implementation of organizational change.The role of the Agency in improving cancer services was to extend this collaborative approach to all cancer networks by 2003 (see Chapter 9). What is a collaborative ... It has proven improvement techniques developed from the learning of thousands of improvement projects. A collaborative ... The Agency was to work with all NHS organizations to support continuous service improvement. Some of theanbsp;...
|Title||:||The Sustainability and Spread of Organizational Change|
|Author||:||David A. Buchanan, Louise Fitzgerald, Professor of Organizational Development Department of Human Resource Management Louise Fitzgerald, Diane Ketley|
|Publisher||:||Routledge - 2006-12-05|