Healthcare Innovation, Implementation and Change
Description
This book explores the social context of healthcare innovation and highlights the emergent and contingent nature of implementing change. Drawing on empirical evidence, it examines the ways in which people and organisations engage in collective sensemaking processes to create meanings that enable innovation to become integrated into health care practice. With contributions from a range of cross-disciplinary authors and perspectives, the book ultimately advocates for a more open and interpretive approach to implementation, drawing together lessons learnt across the cases presented. This leads to a closer consideration of the processes through which collective sensemaking shape the implementation of healthcare innovation and change.
Chapters 1, 4 and 5 are licensed under the Creative Commons Attribution-NonCommercial-NoDerivatives 4.0 International License via link.springer.com.
Reviews / Votes
"This timely book reframes healthcare innovation and implementation not as rigid technical exercises, but as dynamic, collective sensemaking shaped by people, organisations, and context. Bringing together diverse case studies from across systems and settings, it reveals how, for innovation to succeed, meanings must be negotiated, challenges navigated, and change become rooted in practice." (Professor Trisha Greenhalgh, University of Oxford, UK)
"Healthcare Innovation, Implementation and Change: A Sensemaking Perspective powerfully reframes healthcare innovation and implementation as social, political and organisational accomplishments, not technical roll-outs. The editors curate a set of chapters that are analytically rigorous, empirically vivid and refreshingly honest about complexity and unintended consequences. This is exactly the kind of critical scholarship our field needs to advance theory and practice." (Professor Jeffrey Braithwaite, Australian Institute of Health Innovation, Centre for Healthcare Resilience and Implementation Science, Macquarie University, Australia)
More details
Persons
Gregory Maniatopoulos is Professor of Healthcare Management and Co-Director of the Centre for Healthcare Innovation, Policy and Management at the University of Leicester School of Business, UK. His background and interests focus on the role of innovation in health care, particularly exploring how organisational and policy factors shape the implementation and appropriation of innovations in healthcare practice. He has published widely on topics exploring the development and implementation of healthcare innovation, digital health, health systems and transformational change.
Gemma Hughes is Associate Professor of Healthcare Management and Co-Director of the Centre for Healthcare Innovation, Policy and Management at the University of Leicester School of Business, UK. Her research critically analyses the intersections between healthcare organisational practices, policy and patients' experiences. Gemma's publications bring social theory to bear on complex health and social care questions such as integrated care and the adoption of technology.
Content
Introduction.- 1. Healthcare innovation, implementation and change: From science to sensemaking Gregory Maniatopoulos and Gemma Hughes.- Part I: Navigating context, complexity and change.- 2. A historical approach for the evaluation of context in health interventions Jamie Murdoch, Sara Paparini, Chrysanthi Papoutsi, Sara Shaw, RobyCurran, Lara Fairall.- 3. Making sense of Personal Protective Equipment: An autoethnographic exploration of intervention, context, and healthcare change Amy Booth.- 4. The folly of the rollout Martha L.P. MacLeod, Cathy Ulrich and David Snadden.- Part II: Negotiating the social content of change.- 5. Encoding problematic concepts: Implementing digital self-management of chronic pain Jackie Walumbe.- 6. Making sense of professional identity in healthcare Paula Bradley and Dawn Mahal.- 7. Electronic Medical Records Implementation in Hospitals: The Role of Sensemaking in Shaping Interprofessional Collaboration Carsten Rusniok and Holger Pfaff.- Part III: Organisational responses to collective sensemaking.- 8. Democratising innovation; Organisational approaches to multi-stakeholder engagement in clinical artificial intelligence implementation Jeffry Hogg, Aditya Kale, Nick Barlow, Suresh Balu, Mark Sendak.- 9. Like moving a graveyard? Achieving curriculum reform in primary medical education Colleen Cheek, Janie Smith and Richard Hays.- 10. Implementing a Speak Up for Safety Programme across 14 Australian hospitals: A case study in building a culture of safety Jane Graham, Kate Churruca, David Lim, Deborah Debono, Kris Salibury.- Conclusion.- 11. Navigating implementation and change Gregory Maniatopoulos and Gemma Hughes.