“Attending to History” in Major System Change in Healthcare in England: Specialist Cancer Surgery Service Reconfiguration

Publish Year: 1401
نوع سند: مقاله ژورنالی
زبان: English
View: 12

This Paper With 13 Page And PDF Format Ready To Download

  • Certificate
  • من نویسنده این مقاله هستم

استخراج به نرم افزارهای پژوهشی:

لینک ثابت به این Paper:

شناسه ملی سند علمی:

JR_HPM-11-12_006

تاریخ نمایه سازی: 17 مرداد 1403

Abstract:

Background  The reconfiguration of specialist hospital services, with service provision concentrated in a reduced number of sites, is one example of major system change (MSC) for which there is evidence of improved patient outcomes. This paper explores the reconfiguration of specialist oesophago-gastric (OG) cancer surgery services in a large urban area of England (Greater Manchester, GM), with a focus on the role of history in this change process and how reconfiguration was achieved after previous failed attempts.Methods  This study draws on qualitative research from a mixed-methods evaluation of the reconfiguration of specialist cancer surgery services in GM. Forty-six interviews with relevant stakeholders were carried out, along with ~۱۶۰ hours of observations at meetings and the acquisition of ~۳۰۰ pertinent documents. Thematic analysis using deductive and inductive approaches was undertaken, guided by a framework of ‘simple rules’ for MSC.Results  Through an awareness of, and attention to, history, leaders developed a change process which took into account previous unsuccessful reconfiguration attempts, enabling them to reduce the impact of potentially challenging issues. Interviewees described attending to issues involving competition between provider sites, change leadership, engagement with stakeholders, and the need for a process of change resilient to challenge.Conclusion  Recognition of, and response to, history, using a range of perspectives, enabled this reconfiguration. Particularly important was the way in which history influenced and informed other aspects of the change process and the influence of stakeholder power. This study provides further learning about MSC and the need for a range of perspectives to enable understanding. It shows how learning from history can be used to enable successful change.

Authors

Catherine Perry

Applied Research Collaboration Greater Manchester, Division of Population Health, Health Services Research and Primary Care, University of Manchester, Manchester, UK

Ruth J. Boaden

Alliance Manchester Business School, University of Manchester, Manchester, UK

Georgia B. Black

Department of Applied Health Research, University College London (UCL), London, UK

Caroline S. Clarke

UCL Research Department of Primary Care and Population Health, University College London (UCL), London, UK

Sarah Darley

Centre for Primary Care and Health Services Research, University of Manchester, Manchester, UK

Angus I.G. Ramsay

Department of Applied Health Research, University College London (UCL), London, UK

David C. Shackley

Christie NHS Foundation Trust, Manchester, UK

Cecilia Vindrola-Padros

Department of Targeted Intervention, University College London (UCL), London, UK

Naomi J. Fulop

Department of Applied Health Research, University College London (UCL), London, UK