Health care settings – from hospitals to general practice, doctor's offices to medical and surgical wards, to community nursing to hospital in the home – are interesting and exciting places to visit and work. This book explores the concepts of culture and climate in these kinds of health care settings with chapters from some of the best researchers and thinkers in the world. The book is a compilation of recent international research on this theme.
Chapters look at topics such as organizational change, attitudes of clinical professions, how teams work and where conflict occurs. The research reported here provides insights into decision-making in Australian health care, bullying cultures in Ireland, networks in the English National Health Service and innovation in primary health care in Canada. This book is a must-read for researchers and academics, and clinicians, managers, policymakers and patients interested in understanding how modern health systems operate will find information inside discussing when health systems work well, and when they don't including the circumstances in which they are under stress and strain.
Preface; A.Mark
Introduction Why Focus on Culture and Climate?; C.Pope, J.Braithwaite & P.Hyde
PART I: CULTURE AND CLIMATE IN CHANGING HEALTH SYSTEMS
Converging and Diverging Concepts in Culture and Climate Research: Cultate or Climure?; J.Braithwaite, D.Greenfield & M.Westbrook
Management Cultures in the English National Health Service; R.Mannion, H.Davies, S.Harrison, F.Konteh, R.Jacobs & K.Walshe
Culture Made Flesh: Discourse, Performativity and Materiality; T.Freeman & E.Peck
PART II: RELATIONSHIPS AND COLLABORATION
Organizational-professional Conflict in Medicine; A.Fitzgerald & A.Dadich
People, Place and Innovation: How Organizational Culture and Physical Environment Shaped the Implementation of the NHS TC Programme; C.Pope, A.le May & J.Gabbay
People, Place and Innovation
Interpersonal Relationships and Decision-making About Patient Flow: What and Who Really Matters?; K.Eljiz, A.Fitzgerald & T.Sloan Patient Flow Decision-making: Who Really Matters?
Bullying, Culture, and Climate in Healthcare Organizations: A Theoretical Framework; J.MacMahon, S.MacCurtain & M.O'Sullivan
Changing Relationships Between Health Service Managers: Confrontation, Collusion and Collaboration; P.Hyde
Changing Relationships Between Health Service Managers
HRM Practice Systems in Employer-of-Choice Health Care Organizations; K.Rondeau & T.Wagar
Team Climate and Clinical Information Systems; J.Callen, J.Braithwaite & J.Westbrook
Health Network Culture and Reform; R.Sheaff, L.Benson, L.Farbus, J.Schofield, R.Mannion & D.Reeves
Primary Health Care Innovation Sites: Learning to Create New Cultures of Care; A.Casebeer, T.Reay, K.Golden-Biddle, B.Hinings & K.Germ
PART III: RESEARCH INTO PRACTICE
A Shared Vision: Using Action Research for Work Culture Change in a Cardiology Department; S.Long, D.Penny, S.Gold & W.Harding
Creating a Climate for Service Improvement Through Role Structures; A.McDermott & M.Keating
Accountability and Transparency Through the Technologization of Practice; D.Greenfield
The Role of Cultural Performance in Health Care Commissioning; H.Dickinson, E.Peck, J.Durose & E.Wade
Conclusion Culture and Climate in Health Care Organizations: Evidentiary, Conceptual and Practical Progress; P.Hyde, C.Pope & J.Braithwaite
PROFESSOR JEFFREY BRAITHWAITE, BA, DipLR, MIR (Hons I), MBA, PhD, FAIM, FCHSE, is Foundation Director, UNSW Institute of Health Innovation, Director, Centre for Clinical Governance Research, and Professor, School of Public Health and Community Medicine, University of New South Wales, Australia. Professor Braithwaite's has presented and published extensively (more than 200 refereed publications) on his research which inquires into the changing nature of health systems and patient safety, particularly the structure and culture of organizations and professions.
DR PAULA HYDE is Senior Lecturer in Leadership and Experiential Learning at Manchester Business School, University of Manchester. Her research interests include workforce modernization, human resource management and psychodynamic approaches to understanding organizational life. She co-edited the previous book in this series (McKee, L., Ferlie, E., Hyde, P. eds. 2008) about organizing and reorganizing health care and has published on workforce development, role redesign, and organizational dynamics in health care.
DR CATHERINE POPE is Reader in Health Services Research in the School of Health Sciences, University of Southampton. Her research focuses on organizational change and professional practice in health services, and she has also written extensively about qualitative methods and evidence synthesis for health research.
Description
Health care settings – from hospitals to general practice, doctor's offices to medical and surgical wards, to community nursing to hospital in the home – are interesting and exciting places to visit and work. This book explores the concepts of culture and climate in these kinds of health care settings with chapters from some of the best researchers and thinkers in the world. The book is a compilation of recent international research on this theme.
Chapters look at topics such as organizational change, attitudes of clinical professions, how teams work and where conflict occurs. The research reported here provides insights into decision-making in Australian health care, bullying cultures in Ireland, networks in the English National Health Service and innovation in primary health care in Canada. This book is a must-read for researchers and academics, and clinicians, managers, policymakers and patients interested in understanding how modern health systems operate will find information inside discussing when health systems work well, and when they don't including the circumstances in which they are under stress and strain.
Contents
Preface; A.Mark
Introduction Why Focus on Culture and Climate?; C.Pope, J.Braithwaite & P.Hyde
PART I: CULTURE AND CLIMATE IN CHANGING HEALTH SYSTEMS
Converging and Diverging Concepts in Culture and Climate Research: Cultate or Climure?; J.Braithwaite, D.Greenfield & M.Westbrook
Management Cultures in the English National Health Service; R.Mannion, H.Davies, S.Harrison, F.Konteh, R.Jacobs & K.Walshe
Culture Made Flesh: Discourse, Performativity and Materiality; T.Freeman & E.Peck
PART II: RELATIONSHIPS AND COLLABORATION
Organizational-professional Conflict in Medicine; A.Fitzgerald & A.Dadich
People, Place and Innovation: How Organizational Culture and Physical Environment Shaped the Implementation of the NHS TC Programme; C.Pope, A.le May & J.Gabbay
People, Place and Innovation
Interpersonal Relationships and Decision-making About Patient Flow: What and Who Really Matters?; K.Eljiz, A.Fitzgerald & T.Sloan Patient Flow Decision-making: Who Really Matters?
Bullying, Culture, and Climate in Healthcare Organizations: A Theoretical Framework; J.MacMahon, S.MacCurtain & M.O'Sullivan
Changing Relationships Between Health Service Managers: Confrontation, Collusion and Collaboration; P.Hyde
Changing Relationships Between Health Service Managers
HRM Practice Systems in Employer-of-Choice Health Care Organizations; K.Rondeau & T.Wagar
Team Climate and Clinical Information Systems; J.Callen, J.Braithwaite & J.Westbrook
Health Network Culture and Reform; R.Sheaff, L.Benson, L.Farbus, J.Schofield, R.Mannion & D.Reeves
Primary Health Care Innovation Sites: Learning to Create New Cultures of Care; A.Casebeer, T.Reay, K.Golden-Biddle, B.Hinings & K.Germ
PART III: RESEARCH INTO PRACTICE
A Shared Vision: Using Action Research for Work Culture Change in a Cardiology Department; S.Long, D.Penny, S.Gold & W.Harding
Creating a Climate for Service Improvement Through Role Structures; A.McDermott & M.Keating
Accountability and Transparency Through the Technologization of Practice; D.Greenfield
The Role of Cultural Performance in Health Care Commissioning; H.Dickinson, E.Peck, J.Durose & E.Wade
Conclusion Culture and Climate in Health Care Organizations: Evidentiary, Conceptual and Practical Progress; P.Hyde, C.Pope & J.Braithwaite
Authors
PROFESSOR JEFFREY BRAITHWAITE, BA, DipLR, MIR (Hons I), MBA, PhD, FAIM, FCHSE, is Foundation Director, UNSW Institute of Health Innovation, Director, Centre for Clinical Governance Research, and Professor, School of Public Health and Community Medicine, University of New South Wales, Australia. Professor Braithwaite's has presented and published extensively (more than 200 refereed publications) on his research which inquires into the changing nature of health systems and patient safety, particularly the structure and culture of organizations and professions.
DR PAULA HYDE is Senior Lecturer in Leadership and Experiential Learning at Manchester Business School, University of Manchester. Her research interests include workforce modernization, human resource management and psychodynamic approaches to understanding organizational life. She co-edited the previous book in this series (McKee, L., Ferlie, E., Hyde, P. eds. 2008) about organizing and reorganizing health care and has published on workforce development, role redesign, and organizational dynamics in health care.
DR CATHERINE POPE is Reader in Health Services Research in the School of Health Sciences, University of Southampton. Her research focuses on organizational change and professional practice in health services, and she has also written extensively about qualitative methods and evidence synthesis for health research.
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