Ruth Kennedy, Melanie Lawless, Beverley Slater
British Journal of Healthcare Management 15(12): 580
- 585
(Dec 2009)
Achieving change and improvement on a large scale continues to be a challenge for health service leaders, given the inherent complexity and variation in healthcare delivery. Academic interest in quality improvement approaches has been significant over the past decade, but the knowledge generated is not always easy to apply in practical situations. Ten elements essential to the delivery of large-scale change are identified from practical experience of delivering change in a range of public sector contexts. It is suggested that these constitute pragmatic organising principles that naturally enable organisations to address the complex challenges of large-scale change identified in the research literature.
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