Organisational Innovation in Health Services : Lessons From the NHS Treatment Centres

Amid a welter of simultaneous policy initiatives, treatment centres were a top-down NHS innovation that became subverted into a multiplicity of solutions to different local problems. This highly readable account of how and why they evolved with completely unforeseen results reveals clear, practical lessons based on case study research involving over 200 interviews. Policy makers, managers and clinicians undertaking any organisational innovation cannot afford to ignore these findings.|Amid a welter of simultaneous policy initiatives, treatment centres were a top-down NHS innovation that became subverted into a multiplicity of solutions to different local problems. This highly readable account of how and why they evolved with completely unforeseen results reveals clear, practical lessons based on case study research involving over 200 interviews. Policy makers, managers and clinicians undertaking any organisational innovation cannot afford to ignore these findings. Organisational innovation in health services Contents List of abbreviations Notes on the authors Introduction Transplanted roots: where the innovation came from Fertile ground? The organisational milieux of the treatment centres Taking up the challenge: local motives for the innovation The impact of the wider policy context Achieving the goals? How and why the treatment centres evolved Improving practice? Evidence of innovative ways of working Summary and conclusions: making sense of what happened Implications for policy, practice and research Early definitions of a treatment centre The study design and methods References Untitled John Gabbay ... [et Al.] ; With Paul Bate And Mary-ann Elston. Includes Bibliographical References (p. 155-164) And Index.