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There is a long history of problems in the relationship between doctors and managers. The reasons for this stem from the values of each group and the effect that these have on their views on a number of key aspects of healthcare and its delivery. Managers have been seen as the malign embodiment of changes in society and the instrument of the wishes of governments, which are often viewed with suspicion. High-quality healthcare is dependent on a productive partnership between doctors and managers and on doctors being prepared to take leadership roles. Both groups have skills and knowledge vital to the other, so each needs to recognise the strengths of the other and find ways to develop a productive partnership. Clinical work can be improved by the application of management techniques, and management would benefit from more clinical leadership.

Cover -- Title Page -- Copyright Page -- Contents -- Dedication -- Forewords -- About the editor -- About the contributors -- Introduction -- Part 1 Organisational Development in Healthcare: mapping the territory -- 1 What is organisational development? -- 2 The role of organisational development in policy implementation in healthcare -- 3 Organisational development and the 'repertoire' of healthcare leaders -- 4 The organisational development cycle: putting the approaches into a process -- Part 2 Organisational Development in Healthcare: introducing the models -- 5 Service improvement -- 6 Psychodynamic approaches: organisational health and effectiveness -- 7 Systems theories and their applications -- 8 Emergence, complexity and organisational development -- 9 Working with structure -- 10 Working with culture -- 11 Critical appreciative inquiry as intervention in organisational discourse -- 12 Reaching the parts: the use of narrative and storytelling in organisational development -- Part 3 Organisational Development in Healthcare: reflecting on aspirations -- 13 A review of the evidence on organisational development in healthcare -- Conclusion -- Index

Hospitals must change in the face of changing technologies and patient needs. This book is for anyone who works in a hospital, giving them the evidence they need to call for change, and for policy makers and planners charged with designing and operating hospitals now and in the future.