Below is an excellent and clear account of the nature of culture change being implemented across NHS organisations as you read this, including my own. The nurturing of a Pervasive Knowledge Culture (PKC) across the NHS is increasingly recognised as a priority for organisation leaders, and marks a considerable departure from command and control techniques that characterise historical responses to financial and political pressures.
I have reblogged this for the benefit of those who find themselves increasingly affected by the changes that ensue, but have not yet had it clearly laid out for them. A crucial element of PKC is that all involved should know the nature of the change so that they can better contribute to and benefit from the improvements in quality of care, which depend fundamentally on improvements in cross organisation communication and our own experience of work.
For those that ask ‘What is Yammer for?’ or ‘Why do we need access to Social Media?’ or ‘What’s wrong with sticking with Excel 2003?’ I believe you’ll find the answers below.
You could also do worse than follow the author, Dr Shibley Rahman @legalaware
I once did an assessment on cultural change for my MBA organisations and leadership. I would like to share it with you as an example of how this sort of problem, in the NHS, might be approached. Please note that this case study is entirely fictional. I am posting this solution of mine as an example for teaching purposes. I was successfully awarded my Master of Business Administration from BPP Business School at the London Guildhall in September 2012.
The case study of Reddix presents a failing NHS Trust where a number of clear problems have been identified, and external consultants have presented to senior management at the Trust a solution for implementing a “pervasive knowledge culture” (“PKC”). Managing change in the NHS has been the focus of much energy in the NHS in recent years, but thankfully clear guidelines exist as to how a successful cultural…
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