Exploiting knowledge in health services DEFINITIVE Chapter 12.pdf (82.68 kB)
Developing innovative services and managing change
chapter
posted on 2008-06-30, 11:47 authored by Graham WaltonHealth care library and information services (LIS) face continual change. Nationally,
geographical boundaries are altered and layers of management are introduced or
jettisoned to impact ultimately on individual LIS. Locally, mergers between hospitals
occur with previously unrelated library services being amalgamated. Within
individual organisations, the reporting lines for the library can be completely changed
resulting in new line management with different ideas and approaches. The librarian
can find themselves part of a new umbrella structure with new colleagues and
processes. Existing co-operative schemes can end with LIS being forced to locate new
collaborators and partners. Software companies can develop new interfaces to
databases necessitating wholesale changes to user education and documentation. As
health professionals embrace evidence based practice, a new portfolio of services is
required to support this trend. A larger organisation can decide that the library needs
to physically move to new accommodation. The range of external environmental
factors that can impact on libraries was documented in a complete issue of Health
Libraries Review (Day and Walton, 1995). Most of the changes that were identified
were unavoidable and required a response from the health LIS.
This chapter explores change within the health LIS context and demonstrates the
centrality of innovative practice. The drive to innovate has existed for many years.
Indeed Machiavelli was aware of the pressure in the Middle Ages:
"There is nothing more difficult to carry out, nor more doubtful of success, nor
more dangerous to handle, than to initiate new order of things."
Machiavelli's vision was limited by his failure to acknowledge that innovation can be
managed as part of the change process. Innovation and change management are
complex and intertwined concepts. Many books, articles and research projects have
explored innovation and change. This chapter aims to provide a broad introduction to
key trends and concerns. The nature of change in the 21st century is described together
with the imperative this places for innovative service development. There then
follows an exploration of creativity within the context of innovation. Approaches to
the facilitation and management of innovative services are outlined. The chapter
concludes by discussing resistance to change, and ways in which such resistance can
be overcome.
History
School
- University Academic and Administrative Support
Department
- University Library
Citation
WALTON, G., 2004. Developing innovative services and managing change. IN: Walton, G. and Booth, A. (eds). Exploiting knowledge in health services. London : Facet Publishing, pp. 203-217Publisher
© Facet PublishingPublication date
2004Notes
This is the author’s final version of a book chapter accepted for publication by Facet Publishing (www.facetpublishing.co.uk).ISBN
1856044793Language
- en
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