The speediest bedtime story you will ever read - it's only ten words long! Welcome to the quickest bedtime story ever! Your little one will be asleep in seconds. But wait! There are a couple of things you must do first. Have you plumped up the pillows? And colour-co-ordinated the teddy bears? Getting ready for a story is a very important business, I'll have you know... Ingenious, inventive, and interactive, this laugh-out-loud picture book is guaranteed to become a bedtime favourite. From debut author Louise Fitzgerald and bestselling artist Kate Hindley, winner of the Sainsbury's Children's Book Award and Oscar's Book Prize in 2021. Every Nosy Crow paperback picture book comes with a free 'Stories Aloud' audio recording. Just scan the QR code and listen along!

This volume provides theory and research on organizational change and predominantly features the application of these ideas to the health care domain, broadly defined. It addresses enduring issues in advancing to an effective health care system. The aim of this book is to offer an accessible and readable text aimed at provoking thought and questioning, and aiding creativity. It proffers arguments and ideas which are firmly based in empirical data and evidence, so that the reader may make informed personal evaluations. This book is designed to furnish a comprehensive theoretical basis for understanding organizational change in health care, as well as selected core issues of contemporary and future importance to the provision of effective care within sustainable systems. A series of coherent themes are addressed throughout the book from differing perspectives. However, every chapter has been written to standalone and be read independently. Each offers resources relevant to its' focal topic, in the form of references, case studies and critique. Setting out a future research agenda, the book will be vital reading for organizational change researchers and practitioners in the healthcare industry.

The speediest bedtime story you will ever read - it's only ten words long! Welcome to the quickest bedtime story ever! Your little one will be asleep in seconds. But wait! There are a couple of things you must do first. Have you plumped up the pillows? And colour-co-ordinated the teddy bears? Getting ready for a story is a very important business, I'll have you know... This hilarious and engaging bedtime story will help to settle down even the most restless readers. Ingenious, inventive, and interactive, this laugh-out-loud picture book is guaranteed to become a bedtime favourite. From debut author Louise Fitzgerald and bestselling artist Kate Hindley, winner of the Sainsbury's Children's Book Award and Oscar's Book Prize in 2021. Every Nosy Crow paperback picture book comes with a free 'Stories Aloud' audio recording. Just scan the QR code and listen along!

This volume provides theory and research on organizational change and predominantly features the application of these ideas to the health care domain, broadly defined. It addresses enduring issues in advancing to an effective health care system. The aim of this book is to offer an accessible and readable text aimed at provoking thought and questioning, and aiding creativity. It proffers arguments and ideas which are firmly based in empirical data and evidence, so that the reader may make informed personal evaluations. This book is designed to furnish a comprehensive theoretical basis for understanding organizational change in health care, as well as selected core issues of contemporary and future importance to the provision of effective care within sustainable systems. A series of coherent themes are addressed throughout the book from differing perspectives. However, every chapter has been written to standalone and be read independently. Each offers resources relevant to its' focal topic, in the form of references, case studies and critique. Setting out a future research agenda, the book will be vital reading for organizational change researchers and practitioners in the healthcare industry.

This important book examines issues affecting the sustainability and spread of new working practices. The question of why good ideas do not spread, 'the best practices puzzle', has been widely recognized. But the 'improvement evaporation effect', 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 'living laboratory' 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.

This important book examines issues affecting the sustainability and spread of new working practices. The question of why good ideas do not spread, 'the best practices puzzle', has been widely recognized. But the 'improvement evaporation effect', 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 'living laboratory' 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.

Managing Change is about implementing health care reforms, policies and programs into everyday practices. The book explores organizational change in health care as influenced by contemporary policy and management concepts, and presents and applies theoretical perspectives.

Over the last thirty years, scholars of health care organizations have been searching for concepts and images to illuminate their underlying, and shifting, modes of organizing. Nowhere has this controversy been more intense than in the United Kingdom, given the long succession of top down reorganizations within the National Health Service (NHS) over the last thirty years. This book characterises the nature of key reforms - namely managed networks - introduced in the UK National Health Service during the New Labour period (1997-2010), combining rich empirical case material of such managed networks drawn from different health policy arenas (clinical genetics, cancer networks, sexual health networks, and long term care) with a theoretically informed analysis. The book makes three key contributions. Firstly, it argues that New Labour's reforms included an important network element consistent with underlying network governance ideas, specifying conditions of 'success' for these managed networks and exploring how much progress was empirically evident. Secondly, in order to conceptualise many of the complex health policy arenas studied, the book uses the concept of 'wicked problems': problematic situations with no obvious solutions, whose scope goes beyond any one agency, often with conflicting stakeholder interests, where there are major social and behavioural dimensions to be considered alongside clinical considerations. Thirdly, it makes a contribution to the expanding Foucauldian and governmentality-based literature on health care organizations, by retheorising organizational processes and policy developments which do not fit either professional dominance or NPM models from a governmentality perspective. From the empirical evidence gathered, the book argues that managed networks (as opposed to alternative governance modes of hierarchy or markets) may well be the most suitable governance mode in those many and expanding policy arenas characterised by 'wicked problems', and should be given more time to develop and reach their potential.

Mamma Mia! The Movie (2008) was one of the top international box-office hits of its year and the fastest selling DVD in British history. Responses were passionate but polarized: while legions of fans participated in celebratory sing-along screenings, critics dismissed it as a 'Super Pooper'. The critical split often ran along the fault line of gender, with 'snobbish and misogynist' male critics initially unimpressed by the uninhibited, tongue-in-cheek frivolity of this rare film written, produced and directed by women. When won over, critics termed the triumph of emotion over intellect as a seduction, evoking the question of the film's theme song: 'How Can I Resist You?' This welcome first book on a twenty-first-century cultural phenomenon explores these diverse responses to Mamma Mia!, ranging from enthusiastic embrace to utter repudiation, and investigates key issues such as the film's representation of female friendship, its depiction of maternal and paternal identities and the focus on the older female protagonist, as well as its status as 'jukebox' musical, queer text and product of female authorship. Empire magazine's critic Ian Nathan concluded his bemused account of the film's unprecedented success by stating: 'Mamma Mia! is not like other films'. This book aims to explore exactly how and why that is the case.

Health services can and should be improved by applying research findings about best practice. Yet, in Knowledge to Action?, the authors explore why it nevertheless proves notoriously difficult to implement research evidence in the face of strong professional views and complex organizational structures.
Drawing on a large body of evidence acquired in the course of nearly fifty in-depth case studies following attempts to introduce evidence-based practice in the UK NHS over more than a decade. Using qualitative methods to study hospital and primary care settings, they are able to shed light on why some of these attempts succeeded where others faltered. By opening up the intricacies and complexities of change in the NHS, they reveal the limitations of the simplistic approaches to implementing research or introducing evidence-based health care.
A unique synthesis of evidence, the book brings together data from 1,400 interviews with doctors, nurses, and managers, as well as detailed observations and documentary analysis. The authors provide an analysis, rooted in a range of theoretical perspectives, that underlines the intimate links between organizational structures and cultures and the utilization of knowledge, and draws conclusions which will be of significance for other areas of public management. Their findings have implications for the utilization of knowledge in situations where there is a professional tradition working within a politically sensitive blend of public service, managerial accountability, and technical expertise.
A unique synthesis of evidence, the book brings together data from 1,400 interviews with doctors, nurses, and managers, as well as detailedobservations and documentary analysis. The authors provide an analysis, rooted in a range of theoretical perspectives, that underlines the intimate links between organizational structures and cultures and the utilization of knowledge, and draws conclusions which will be of significance for other areas of public management. Their findings have implications for the utilization of knowledge in situations where there is a professional tradition working within a politically sensitive blend of public service, managerial accountability, and technical expertise.

Health services can and should be improved by applying research findings about best practice. Yet, in Knowledge to Action?, the authors explore why it nevertheless proves notoriously difficult to implement research evidence in the face of strong professional views and complex organizational structures.
Drawing on a large body of evidence acquired in the course of nearly fifty in-depth case studies following attempts to introduce evidence-based practice in the UK NHS over more than a decade. Using qualitative methods to study hospital and primary care settings, they are able to shed light on why some of these attempts succeeded where others faltered. By opening up the intricacies and complexities of change in the NHS, they reveal the limitations of the simplistic approaches to implementing research or introducing evidence-based health care.
A unique synthesis of evidence, the book brings together data from 1,400 interviews with doctors, nurses, and managers, as well as detailed observations and documentary analysis. The authors provide an analysis, rooted in a range of theoretical perspectives, that underlines the intimate links between organizational structures and cultures and the utilization of knowledge, and draws conclusions which will be of significance for other areas of public management. Their findings have implications for the utilization of knowledge in situations where there is a professional tradition working within a politically sensitive blend of public service, managerial accountability, and technical expertise.
A unique synthesis of evidence, the book brings together data from 1,400 interviews with doctors, nurses, and managers, as well as detailedobservations and documentary analysis. The authors provide an analysis, rooted in a range of theoretical perspectives, that underlines the intimate links between organizational structures and cultures and the utilization of knowledge, and draws conclusions which will be of significance for other areas of public management. Their findings have implications for the utilization of knowledge in situations where there is a professional tradition working within a politically sensitive blend of public service, managerial accountability, and technical expertise.