1. Responding to Change Simon Turner simon.turner@port.ac.uk 1LHWB GP Jan 2011

2. Three organisational concepts 2LHWB GP Jan 2011 Ferlie, E and Pettigrew, A. (1996) Managing Through Networks: Some Issues and Implications for the NHS. British Journal of Management, Vol. 7, Special Issue, S81-S99 (March 1996) Marchington, M. et al (2005) Fragmenting Work: Blurring Organizational Boundaries and Disordering Hierarchies. Oxford, Oxford University Press

3. The network organisation Department of Health Equity and Excellence: Liberating the NHS July 2010 p39 The Stationery Office Limited on behalf of the Controller of Her Majesty’s Stationery Office 3LHWB GP Jan 2011

4. 4 Embracing continuous change Meeting organisational change in the NHS... involves working with: changing pressures in the environment multiple stakeholders within and outside the organisation complex organisations in which individuals and teams are interdependent – that is, they can only achieve their objectives by relying on other people (who are) seeking to achieve different objectives people who have experience of change interventions which have had unforeseen or unintended consequences. Iles, V. and Sutherland, K. (2009?) Organisational Change: a review for health care managers, professionals and researchers London NCCSDO p18

5. LHWB GP Jan 20115 Organisation-level change is not fixed or linear but contains an emergent element Intended Change Realised Change Managers’ decisions Political climate Planned change Emergent change Uncertainty Interest groups Iles, V. and Sutherland, K. (2009?) Organisational Change: a review for health care managers, professionals and researchers London NCCSDO p18

6. LHWB GP Jan 20116 Content (what), context (inside and outside), and process (how) Environmental pressure Supportive organisational culture Change agenda and its locale Simplicity and clarity of goals and priorities Co-operative inter- organisational networks Managerial - clinical relations Key people leading change Quality and coherence of policy Receptive contexts for change: the eight factors Pettigrew, A., Ferlie, E. and McKee, L. (1992) Shaping Strategic Change. London: Sage

7. Driving forces Political climate Economy Social transformations New technology Restraining forces Fear of failure, and of the unknown Loss of status, and of friends Inertia (habit) Strength of culture Rigidity of structure Contractual agreements LHWB GP Jan 20117 Felt change - Lewin’s equilibrium Lewin, K. (1951) Field Theory in Social Science. New York: Harper Row

8. A model of managing Information Plane Inside: Communicate, Control Outside: Communicate People Plane Inside: Lead Outside: Link Action Plane Inside: Do Outside: Reach agreement LHWB GP Jan 20118 Mintzberg, H. (2009) Managing. Harlow, Pearson education Limited