Leading change within health services: The theory behind a systematic process for leading the implementation of new services within a network structure

Abstract

Purpose

Much health service delivery occurs within a network structure, with co-operation and competition coexisting. Leading change for successful outcomes is a difficult task even outside of this multi-layered complex context, with reports that up to two-thirds of change processes are unsuccessfully implemented. This can have a major impact on stress, effectiveness and efficiency. This paper aims to address these issues.

Design/methodology/approach

Theories supporting a generic implementation system for managers were explored so that people placed into situations in which they needed to lead and manage change could access a systematic approach that enabled clarification of the network's goal(s), valid communication among members of the network, and performance measurement using indicators the network agrees are meaningful.

Findings

The implementation pathway developed provides a change process leaders and managers of change can use within networks.

Practical implications

Health service funders and managers will be helped by this systematic implementation process.

Originality/value

Health service funders and managers will be assisted by the systematic implementation process.

Citation

Jacobs, S., Rouse, P. and Parsons, M. (2014), "Leading change within health services: The theory behind a systematic process for leading the implementation of new services within a network structure", Leadership in Health Services, Vol. 27 No. 2, pp. 72-86. https://doi.org/10.1108/LHS-10-2012-0033