ABSTRACT
Current change management approaches in health care require new thinking. Change in healthcare is a global activity. In the UK, the National Health Service (NHS) has been subjected to incessant health care policy initiatives by successive UK governments with huge resources to support implementation. However, little or no improvement in quality care, productivity, the nations’ health, the financial health of the NHS or the health and wellbeing of the workforce is evident. This chapter introduces the main themes of the book and argues that successful change in healthcare requires focusing on people, the NHS’ greatest resource. Current approaches are not conducive to ensuring employee’s emotional and cognitive readiness for change. Complexity in the NHS, the lack of effectiveness of current change management approaches, the impact of emotional labour on the workforce, and the critical role of emotion in change, require consideration. Leaders must understand the significance of emotional and cognitive readiness for change. Leaders can engage the workforce by actively assessing emotional and cognitive readiness prospectively, in real time and retrospectively with the AC-W Change Management Model. The findings can help create a preparedness plan for change encompassing the experience and professionalism of individuals, making for more successful implementation of change.
