Change is frequent in healthcare, yet change management is often far from perfect. This book considers the complexity of change within large organisations, explores existing models of change and emphasises the vital role of emotional and cognitive readiness in successful change management.
Despite the plethora of organisational change management approaches used in healthcare, the success rate of change in organisations can be as low as 30 percent. New thinking about change management is required to improve success in service development, improvement and innovation. Arguing that emotional and cognitive readiness for change requires engagement with the people involved, and a thorough understanding of areas of friction and potential challenge, this book also delves into the neglected issue of emotion, examining emotional labour and emotion and change. It investigates how human emotion can be incorporated into Change Management Models, alongside and intertwined with cognit
