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Most leadership development activity in health and social care has
been intra-organisational or confined to a particular sector.
However, there is increasing recognition of the need to move beyond
simple collaboration and partnership and work towards different
models of care which involve addressing the whole health and social
care system. This is particularly important when addressing complex
and 'wicked' problems in a time of resource scarcity. This book
provides a much-needed guide for individuals, professionals, and
organisations making the shift towards working in radically
different ways in this current climate. It provides a rationale for
systems leadership, describing the basic underlying principles
behind it and their origins, and explores the various aspects of
it, with particular emphasis on the development of systems leaders
in health and social care. It also captures good practice, which is
illustrated by a number of case studies, and suggests further
reading on the topic. Combining theory with practice, this book
will be essential reading for those studying on courses in public
service, public policy, health and social care, as well as
policymakers and professionals interested in honing best practice.
Organisational development (OD) as a practice involves an ongoing,
systematic process of implementing effective organisational change.
OD is both a field of applied science focused on understanding and
managing organisational change and a field of scientific study and
inquiry. It is interdisciplinary in nature and draws on sociology,
psychology, particularly industrial and organisational psychology,
and theories of motivation, learning, and personality. Organisation
Development in Healthcare: A Critical Appraisal for Practitioners
provides both an overview of the evolution of OD in healthcare as a
field of practice and as a challenge to its future development. It
examines the underlying assumptions behind OD and tracks its
historical growth in healthcare, with special attention devoted to
the UK's National Health Service. The unusual nature of healthcare
organisations delivering human services through the work of
professionals who are subject to emotional labor and are addressing
society's wicked problems provides a unique context. A range of
challenges for healthcare OD are identified, including questions of
conformists or deviant innovation; organisations as machines or
systems; hierarchy versus democracy; the importance of power and
emotion and possible future ways forward for healthcare OD are
suggested. Examples and short case studies from both the UK and the
US to illustrate the benefits of OD are included.
Organisational development (OD) as a practice involves an ongoing,
systematic process of implementing effective organisational change.
OD is both a field of applied science focused on understanding and
managing organisational change and a field of scientific study and
inquiry. It is interdisciplinary in nature and draws on sociology,
psychology, particularly industrial and organisational psychology,
and theories of motivation, learning, and personality. Organisation
Development in Healthcare: A Critical Appraisal for Practitioners
provides both an overview of the evolution of OD in healthcare as a
field of practice and as a challenge to its future development. It
examines the underlying assumptions behind OD and tracks its
historical growth in healthcare, with special attention devoted to
the UK's National Health Service. The unusual nature of healthcare
organisations delivering human services through the work of
professionals who are subject to emotional labor and are addressing
society's wicked problems provides a unique context. A range of
challenges for healthcare OD are identified, including questions of
conformists or deviant innovation; organisations as machines or
systems; hierarchy versus democracy; the importance of power and
emotion and possible future ways forward for healthcare OD are
suggested. Examples and short case studies from both the UK and the
US to illustrate the benefits of OD are included.
Most leadership development activity in health and social care has
been intra-organisational or confined to a particular sector.
However, there is increasing recognition of the need to move beyond
simple collaboration and partnership and work towards different
models of care which involve addressing the whole health and social
care system. This is particularly important when addressing complex
and 'wicked' problems in a time of resource scarcity. This book
provides a much-needed guide for individuals, professionals, and
organisations making the shift towards working in radically
different ways in this current climate. It provides a rationale for
systems leadership, describing the basic underlying principles
behind it and their origins, and explores the various aspects of
it, with particular emphasis on the development of systems leaders
in health and social care. It also captures good practice, which is
illustrated by a number of case studies, and suggests further
reading on the topic. Combining theory with practice, this book
will be essential reading for those studying on courses in public
service, public policy, health and social care, as well as
policymakers and professionals interested in honing best practice.
This comprehensive guide covers all aspects of action learning, one
of the most widely used development methods in health, social and
community care. The book addresses the theory and practice of
action learning in these fields, and considers action learning as
an adult educational ethos as well as a helpful tool. Based upon
emerging experience, it identifies good practice in action learning
and offers a wide range of resources to enable individuals and
organisations extract maximum benefit from this approach. Offering
practical tips grounded in sound educational principles, this book
is invaluable reading for all senior managers and professionals
considering using action learning for leadership, management and
organisation development purposes, including organisation
development practitioners and action learning facilitators, and for
medical and healthcare educators and their counterparts in social
and community care looking for a general introduction to this
growing field.
In this book, the author explores what day-to-day pressures are and
why they seem to affect healthcare staff in different ways. He
offers a helpful model of personal resilience with thoughtful and
easily applied strategies for survival.
If people and organisations in healthcare cannot care for
themselves, how can they care for the populations and communities
they exist to serve? Healthcare professionals and their
organisations are subject to growing pressures, including regular
reviews and reorganisations, coping with the impact of an aging
population, financial pressures, shrinking of career prospects and
enhanced expectations of what a healthcare system can do - all
within a fierce media spotlight. Many healthcare staff also
experience physical and psychological stress caused by long working
hours. This practical guide has been written specifically for
individuals who are experiencing anxieties engendered by working in
healthcare. It examines the reasons why healthcare organisations
are susceptible to these difficulties and considers the possible
causes of such stress. By adopting a workbook format it suggests
practical ways personal resilience can be developed and enhanced,
and offers tools to stimulate thought and assist this process.
Human resource managers, counsellors, training and development
professionals, coaches, counsellors, mentors and leadership
consultants within healthcare organisations will also find this
workbook enlightening
This comprehensive guide covers all aspects of action learning, one
of the most widely used development methods in health, social and
community care. The book addresses the theory and practice of
action learning in these fields, and considers action learning as
an adult educational ethos as well as a helpful tool. Based upon
emerging experience, it identifies good practice in action learning
and offers a wide range of resources to enable individuals and
organisations extract maximum benefit from this approach. Offering
practical tips grounded in sound educational principles, this book
is invaluable reading for all senior managers and professionals
considering using action learning for leadership, management and
organisation development purposes, including organisation
development practitioners and action learning facilitators, and for
medical and healthcare educators and their counterparts in social
and community care looking for a general introduction to this
growing field.
Action learning was developed in the UK in the 1960s and is now one
of the most widely used development methods in healthcare. This
practical manual embodies the dual focus of action learning as both
philosophy and technique - exploring the underlying concepts
derived from adult education and organisation development,
addressing challenges and providing invaluable support material.
Specifically targeting the healthcare sector, this book is divided
into three parts: an exploration of core ideas and underlying
assumptions including techniques and methods; practice-preparation,
projects, sets, facilitation and evaluation; and a compendium of
resources. Action Learning in Healthcare is vital reading for
senior managers and professionals considering using action learning
for leadership, management and organisation development purposes.
It is also highly recommended for organisation development
practitioners (with responsibility for project managing the use of
action learning in local and national programmes). Action learning
facilitators, too, will find much to absorb, modify and use in
their own practice, as will action learning set members wishing to
enhance their knowledge.
Maggie Havergal and John Edmonstone's Facilitator's Toolkit
provides your organization with a resource on which every manager
can draw. The authors explain the basic skills of facilitation, how
and when to use them (and not to use them). The main part of the
manual then offers a Toolkit of almost 100 tools for facilitation;
tools for organizing groups; tools for strategic thinking; tools
for problem solving; diagnostic tools; tools for managing people,
including other facilitators; tools for decision making; tools for
planning; tools for managing conflict and dealing with problems,
situations or people.
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