Change capacity: The route to service improvement in primary care

Juan I. Baeza, Louise Fitzgerald, Gerry McGivern

    Research output: Contribution to journalArticlepeer-review

    Abstract

    Background: This paper draws on data from five English primary care trust (PCT) case studies which formed part of larger research project that explored the roles and relationships of clinical managers and their colleagues in perions of change within different healtcare organisations. Aims: This article uses empirical data to further our understanding of how primary care organisations can successfully implement service improvements. Method: Qualitative methods were used to compare across multiple cases. Three methods wer utilised analysis and observation at meetings. Through an iterative process of data coding using the NVivo data analysis software, final conclusions developed and became more explicit. Data were collected between mid-2002 and 2005. Results: Our analysis demonstrates the important influence of context on the change process. The case studies provided evidence of the nature of the relationships between context and progress in organisations of organisational context that played a crucal role in the progress or otherwise of service improvement. Conclusion: We conclude that primary care organisations need to have key feutures in combination to successfully implement service improvements. These are (i) the presence of change leaders, at several levels throughout the organisation; (ii) a coherant change strategy; and (ii) a sound foundation of relationships between managers and clinical prifessional group. © 2008 Radcliffe Publishing.
    Original languageEnglish
    Pages (from-to)401-407
    Number of pages6
    JournalQuality in Primary Care
    Volume16
    Issue number6
    Publication statusPublished - 2008

    Keywords

    • Change capacity
    • Context
    • Organisational change
    • Service improvement

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