Amid a welter of simultaneous policy initiatives, treatment centres were a top-down NHS innovation that became subverted into a multiplicity of solutions to different local problems. This highly readable account of how and why they evolved with completely unforeseen results reveals clear, practical lessons based on case study research involving over 200 interviews. Policy makers, managers and clinicians undertaking any organisational innovation cannot afford to ignore these findings.
İçerik tablosu
Introduction; Transplanted roots – where the innovation came from; Fertile ground? The organisational milieux of the treatment centres; Taking up the challenge: local motives for the innovation; The impact of the wider policy context; Achieving the goals? How and why the treatment centres evolved; Improving practice? Evidence of innovative ways of working; Summary and conclusions: making sense of what happened; Implications for policy, practice and research.
Yazar hakkında
The authors are a multidisciplinary team of senior and internationally recognised researchers from the Universities of London and Southampton. John Gabbay researches into the way that knowledge enters policy and practice in organisations. Andrée le May is renowned for her work on knowledge in practice. Catherine Pope is a distinguished qualitative methodologist with long experience in ethnographic research in healthcare. Glenn Robert specialises in organisational studies on quality and service improvement and large-scale change in healthcare. Paul Bate is a leading authority on organisational development and change management, including healthcare in the UK and USA. Mary-Ann Elston is a well-known researcher and teacher in medical sociology.
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