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Critical Analysis Of Change And Resistance Within The NHS

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“A Critical Analysis of Change & Resistance within the NHS.” Introduction The rate of economic and political change in recent decades has been dramatic. The Anglo-Saxon emphasis on neo-liberal economic ideology has drifted East, with the (Brown, 2000) ‘rise of China’ and other emerging economies. The trend in recent decades has focussed on the need to privatise great swathes of the economy and to reduce trade barriers, leading to less protectionism. This emphasis on private sector control became apparent in the 1980’s with (Hutchinson, 2008) ‘Thatcherism’ and ‘Reaganism’ seeking to reform the post-War consensus. The dramatic changes in America and the United Kingdom were not restricted to those economies however. The European …show more content…

This is why I believe communication becomes of central importance in helping deliver change (Mintzberg, 1989). Sociologist Harold Garfinkel (1986, p. 6-7) observed that the ‘local production of social order existed as an orderliness of conversational practises.’ The need to understand discourse is therefore of great significance in facilitating the optimal changes that are required to meet fresh challenges. Financially it is evidently vital to improve dialogue because as Kivimaki (1997) argues it can lead to low staff morale and increased staff turnover. This is hazardous to organisations because this results in loss of knowledge and skills, which have been long established. In managerial economics, this is described as (Fitzroy, 2007) ‘Transaction Costs’ and for long-term survival it is important to reduce transaction costs. In most cases change is incremental and creates (Tushman et al, 2002) less conflict, it helps build skills, improve procedures and slim line operations. More radical change (Baker, 2000) maybe essential, but it can be both painful and disruptive. The extent of change can have impacts upon an organisation’s structure and culture. For example in the context of the NHS, any change is often regarded as ‘back-door privatisation’ Birch cited in Boggatt (1994, p. 154). That is often why more fundamental change is never followed through because of the

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