The NHS is almost 60 years old. Every government since 1948 has re-invoked its founding principles, but there is less agreement about how services based on these principles should be organised. Alongside remarkable stability in the espoused purpose of the NHS there has been almost constant structural change. There is a paper mountain of advice on reforms, restructuring and managing change. Yet much behaviour does not change. The puzzle is why the NHS has been so unchanging, given the barrage of attempts to “reform” it.

Managers and other staff in the NHS show a growing interest in understanding how they can develop the skills and attitudes necessary for the kind of continuous change and learning required in a modern health service. When asked to describe what change means for them, managers often talk about multiple priorities competing for time, changing external pressures, challenging demands on staff. All these factors may seem to have an adverse impact on patient care.

Many managers feel a need to bring together disconnected external initiatives and internal requirements into one coherent, manageable approach. So, as a manager or a health professional, where can you start in planning and putting into practice an effective change initiative?

Are you ...about to implement a change in your organisation and would like to review the range of approaches you might take?  In the middle of a change initiative and want to take a little time to reflect on how things are going? Keen to encourage other people in your organisation to do their best to ensure that the way they manage change is based on sound theory and good practice?

Whatever the focus of your current concerns, you’re likely to find it useful to think about the following questions:  What do I know about effective change management?  What do I need to know in order to initiate and sustain effective change?  Where can I look for further help?

 Delegates will gain an understanding of:

  • The Nature of Change, The Change Equation & The Role of Key Stakeholders
  • An individuals approach to change and the factors which influence this
  • Learning how to manage change effectively and engaging the support of the whole team will ensure that change can become a less painful process
  • Understanding the role and skills needed to be an effective change agent will equip those who have to introduce change


If you wish to book any for your practice, arrange sessions locally for a group of practices or have a general query, please get in touch.