Healthcare policy frequently invokes notions of cultural change as
a means of achieving improvement and good-quality care. This
Element unpacks what is meant by organisational culture and
explores the evidence for linking culture to healthcare quality and
performance. It considers the origins of interest in managing
culture within healthcare, conceptual frameworks for understanding
culture change, and approaches and tools for measuring the impact
of culture on quality and performance. It considers potential
facilitators of successful culture change and looks forward towards
an emerging research agenda. As the evidence base to support
culture change is rather thin, a more realistic assessment of the
task of cultural transformation in healthcare is warranted.
Simplistic attempts to manage or engineer culture change from above
are unlikely to bear fruit; rather, efforts should be sensitive to
the complexity and highly stratified nature of culture in an
organisation as vast and diffuse as the NHS. This title is also
available as Open Access on Cambridge Core.
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