Change Management In Health Care

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Introduction -This piece will attempt to assess change of practices initiated with the aim to improve patient care and safety by the National Health Service – England (NHS). This will be done by employing some of the following Weber Bureaucracy, Street Level Bureaucracy, NPM and NPG logic theories as well as success criteria where applicable and appropriate. It will also encompasses the guidelines successful implementation and possible outcomes and results where applicable. Practice change of patient care and safety within the NHS is being considered for this piece as it typifies the change management within a healthcare organisation when employed successfully.
Question - Established behaviours of any nature is cumbersome to change and requires
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This change is driven from top-down, imbuing those at the top and bottom in working in unison to implement the changes.
Staff capacity both at clinical and managerial level can hinder implementation of any practice change that has been initiated by change managers. The capacity could be as a result of resource inadequacy, therefore change manager must ensure staff are equipped and resourceful to utilise limited resource creatively to achieve as enormous result as it can possibly could manage. In doing so there must be establish a clear and strong focus on patient safety throughout the organisation (National Patient Safety Agency 2006; National Patient Safety Agency
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2001). Leaders need to emphasise that it is not individuals who make mistakes but systems that fails hence changes to practice will be inevitable and in the best interest of both the patients and professionals who implement these changes. Embed lessons through changes to practice, processes or systems must be used as a measuring mechanism to implement practices that meet standards set by the success criteria (National Patient Safety Agency 2006; 2009; South Tees Hospitals 2011).
(Street level bureaucrats) Combining bottom-up energy with top-down support change management practices is essential in achieving a desiring outcome. Professional who are to implemented new guidelines regarding change in practice need autonomy and confidence to operate bearing in mind the backing of their superiors. As with street level bureaucrats logic where professionals reign supreme change in practices in relation to the production and delivery of services are one are done by them accordance with their ethics (Lipsky,
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