PubMed · 1037491
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E D Radwan-Powell. ASHET: educators within institutions.. https://pubmed.ncbi.nlm.nih.gov/1037491/
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Interviews with senior managers and clinicians involved in the national booking programme and cancer care collaborative found that scepticism, particularly among doctors, was a barrier to implementing change. Regular feedback and clear evidence of change emerged as key factors in persuading sceptics of the benefits of different ways of working. Getting sceptics on board can be a long process and time spent talking to them is not wasted. Consultants' support is key for endorsing change.
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Health professionals have often been described as if they were in conflict with the new managerialist spirit in health care. However, because of their distributed and mobile sites of intervention, the work of community teams presents particular problems for traditional notions of management. In this UK study we identify how mental health team members are regulated by means of a subtle 'deep management'. Team members point to a lack of management direction from senior colleagues, even though some of them participate in the management process themselves. However, the lack of overt management leads them to prioritise clients and foreground professional identities in performing their duties and much additional administrative work besides. This also meant that the organisational structure-the team-was defined in subjective terms. Participants had become self-regulating 'deep managed' subjects under a largely hands-off management regime.