Insights for implementing change in healthcare

Abstract

Healthcare systems are complex; this is reflected in their diverse structures, cultures and services. Organisational culture is an important aspect to consider when planning any intervention changes. Working in and with teams that include members from different professional and organisational backgrounds, and successfully managing these potential tensions, can be challenging. This article reviews the elements required to instigate organisational change when planning an intervention and the possible barriers preventing doctors from full engagement in these projects. It discusses the model of ‘planned change’, which was first described by Lewin in 1947, and its evolution through recent decades as a framework for organisational change. It also emphasises the importance of workplace culture in the successful implementation of change within healthcare services and argues that a stronger emphasis on management skills is needed in doctor training. Doctors are an underused resource in healthcare management and should be encouraged to take a more proactive role.