Complexity and Healthcare Organization: A View from the StreetDavid Kernick Statistics and evidence-based medicine are assessed in most postgraduate and undergraduate medical examinations and degrees in health sciences. All clinicians have to acquire skills in this area. This book aims to provide a brief overview of basic medical statistics and the numerical aspects of evidence-based medicine to give realistic worked examples to illustrate the interpretation of studies relevant to clinical practice and to allow examination practice. It aims to cover all major topics covered in the undergraduate and postgraduate examinations. Each chapter begins with an overview and summary of the main points followed by worked examples and exercises with full answers. It will be ideal for all postgraduate medical examination candidates. Other clincians and undergraduate students in medicine and health sciences will also find it useful. |
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Contents
Chaos theory and its relationship to complexity | 13 |
An introduction to complexity theory | 23 |
The spectrum of how we think about | 39 |
change as | 69 |
Complexity perspectives on healthcare | 81 |
The search for the correct organizational solution for the NHS | 93 |
Organizational culture and complexity | 105 |
Leadership and change | 117 |
Going on together in organizations | 189 |
adaptability or efficiency? | 205 |
the NHS Modernisation Agencys Critical | 217 |
Educating the healthcare professional for capability | 227 |
Going on together in organizations | 241 |
Organization and communities of practice | 255 |
Imagining complex partnerships | 265 |
From theory to action personal perspectives | 275 |
Facilitating emergence in healthcare | 129 |
a complex | 143 |
a device for systemic dialogue | 159 |
Using the visual arts to facilitate emergence in organizations | 171 |
Using the performing arts to facilitate emergence in | 181 |
Community regeneration and complexity | 279 |
this house is for real | 299 |
Applying complexity theory to primary healthcare organizations | 323 |
being vaguely right rather than precisely wrong | 347 |
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Common terms and phrases
action analysis approach areas attractor behaviour chaos theory chapter clinical governance clinical governance leads communities of practice complex adaptive systems complex responsive processes complex systems complexity insights complexity science complexity theory concept context creative culture decision Department of Health described dynamics edge of chaos effect Eldon Square elements emergent environment example experience explore facilitate feedback Figure focus framework health service healthcare healthcare organizations hospital human ideas identify important improve individual inputs interaction Kernick knowledge leadership learning organizations linear London loop ment metaphors networks nurse organizational outcomes output participants partnership patients patterns perspective practitioners predictable primary problems professional programme QPID rational reflect relationships role self-organization self-organized criticality sense simple rules social capital South Asian Stacey staff stakeholders strategies structure systems thinking teams tion tive trust underpinned understanding values waiting whole-system