Organisational intelligence and successful change in NHS organisations.
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Authors
Beattie, Alastair
Bartoli, Birju
Issue Date
2020
Type
Article
Language
en
Keywords
Alternative Title
Abstract
Change or transformation projects within the NHS can range from an extensive organisational change, such as a new clinical model, to altered clinical processes or even the development and implementation of a new IT system. However, it is common for such projects to fail. The authors of this article used both experience and multidisciplinary group reflection to produce a Venn diagram showing the interactions between three ‘intelligences’ – intellectual, emotional and organisational – and why the use of all three together is essential to successful change projects. Organisational intelligence is not easy to define; it is something that successful systems-thinking people ‘just get’ after they have worked in their organisation for a while. This article describes what is meant by this term, provides a checklist which others may find helpful and outlines an example involving the implementation of an electronic system for triage and observations in a large emergency department.
Description
Citation
Beattie, A. and Bartoli, B. (2020) Organisational intelligence and successful change in NHS organisations. British Journal of Healthcare Management; 26 (3) : 78-83.
Publisher
British Journal of Healthcare Management
License
Journal
Volume
Issue
PubMed ID
ISSN
1759-7382