Organisational Development in Healthcare introduces the practical ways in which change in health services can be promoted. It includes descriptions of all of the most important approaches to change currently being used in the NHS, discussion of when they work best and details of the evidence of their impact.

part 1|69 pages

Organisational Development in Healthcare: mapping the territory

chapter 1|17 pages

What is organisational development?

Edited ByJeanne Hardacre, Edward Peck

chapter 2|14 pages

The role of organisational development in policy implementation in healthcare

Edited ByPerri 6, Edward Peck

chapter 3|17 pages

Organisational development and the ‘repertoire’ of healthcare leaders

Edited ByDeborah Davidson, Edward Peck

chapter 4|14 pages

The organisational development cycle: putting the approaches into a process

Edited ByDeborah Davidson

part 2|168 pages

Organisational Development in Healthcare: introducing the models

chapter 5|23 pages

Service improvement

Edited ByLynne Maher, Jean Penny

chapter 6|26 pages

Psychodynamic approaches: organisational health and effectiveness

Edited ByVega Zagier Roberts

chapter 7|15 pages

Systems theories and their applications

Edited ByJane Keep

chapter 8|24 pages

Emergence, complexity and organisational development

Edited ByKieran Sweeney

chapter 9|20 pages

Working with structure

Edited ByMurray Anderson-Wallace

chapter 10|18 pages

Working with culture

Edited ByMurray Anderson-Wallace, Chris Blantern

chapter 11|14 pages

Critical appreciative inquiry as intervention in organisational discourse

Edited ByChristine Oliver

part 3|45 pages

Organisational Development in Healthcare: reflecting on aspirations

chapter 13|27 pages

A review of the evidence on organisational development in healthcare

Edited ByHugh McLeod

chapter |17 pages


Edited ByEdward Peck