|Appears in Collections:||Management, Work and Organisation Research Reports|
|Title:||Health Care and Change Management in the Context of Prisons: Rapid reviews of the literature in two parts|
|Citation:||Watson R, Stimpson A, Hostick T & Walsh M (2002) Health Care and Change Management in the Context of Prisons: Rapid reviews of the literature in two parts. National Institute for Health and Clinical Excellence (NICE).|
|Publisher:||National Institute for Health and Clinical Excellence (NICE)|
|Abstract:||First paragraph: The literature review of factors promoting or inhibiting change finds that there is no unified science of change management and that there is a general lack of empirical evidence across the board about change management in all domains of human industry. - We have proposed a general five-level evidence framework that can be used to categorise broadly the quality of evidence for and commission research into prison management. - We argue that proposals for change should be subjected to a formal decision making process in keeping with good practice in decision making in which alternatives to the proposed change are also evaluated. - We find that change can occur to structures, processes, outcomes and people (table 6) in planned or unintended ways, gradually or radically. - Despite the lack of empirical evidence we find that there is a broad consensus on the features of successful change management approaches.|
|Rights:||Publisher allows this work to be made available in this repository. Published by NICE with the following policy: You may print copy or download the content from the Website for educational and not-for-profit purposes only and provided always that: NICE is acknowledged as the source; all titles credits and URLs are included.|
|Affiliation:||HS Research - Stirling|
University of Hull
Hull and East Riding Community Health NHS Trust
People Centred Healthcare Management
|Walsh_2002_Health_Care_and_Change_Management.pdf||536.04 kB||Adobe PDF||View/Open|
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