ABSTRACT
In health and social care services, managing means managing change. In many ways, change is the very fabric of health and social care. When Peter Beresford and his colleagues carried out a research project between 2006 and 2008 on the implementation of personalisation policies in England, they acknowledged the depth and rapidity of change facing health and social care agencies. According to planned change theorists, once a ‘problem’ has been diagnosed, a set of known steps can be taken to make the necessary change, with a clear end-state in sight. While the general ideas underpinning planned change continue to influence and shape the way organisations work, over time this model has given way to theories of emergent change that emphasise the unpredictable nature of change as it unfolds. The chapter focuses on some of the many models, frameworks and practical tools that can support front-line managers in planning their own change initiative, or responding to challenging and fast-moving changes.
