ABSTRACT
This chapter focuses on 'Framework for the Management of Change' and to sets out some case studies which are examples of successful change management projects based on the 'Framework' and from ones' own experience as managers and leaders in the Allied Health Professionals and wider healthcare. National Health Service (NHS) management and organisational structures have been the subject of radical and constant change since the 1974 structural reorganization and the pace of 'reform' now seems to increase on an almost daily basis. The NHS has many cultures including; an overall public sector culture, subcultures at individual organisational level, profession or occupational group subcultures and team. The management and leadership of change are both an imprecise science and art. However, there is a large, extensive evidence-base from which to draw, including a wide range of theories and models - old and new - which might be applied to differing circumstances.
