2018
DOI: 10.1108/jhom-08-2018-0220
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Impact of organisational change for leaders in mental health

Abstract: This study examines the impact of organisational and structural change on the evolution of quality and safety in health organisations, specifically in mental health services. Design/methodology/approach Data was gathered through semi-structured interviews. Twenty-five executive management team members in both public and private mental health services were interviewed and data was analysed using Burnard's framework. Findings Three overarching themes emerged: 1) organisational characteristics, leadership and acc… Show more

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Cited by 8 publications
(5 citation statements)
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“…13 This coincides with other studies, which reaffirm the importance of these implementation frameworks to facilitate the organizational and structural change of mental health services, even in low-resource contexts. [46][47][48] This was also indicated by the participants as mechanisms of change to achieve CBR outcomes in mental health. This supporting other findings [49][50][51] in which the increase in the acceptability and effectiveness of a strategy was greater if it had constant support from stakeholders.…”
Section: Original Researchmentioning
confidence: 85%
“…13 This coincides with other studies, which reaffirm the importance of these implementation frameworks to facilitate the organizational and structural change of mental health services, even in low-resource contexts. [46][47][48] This was also indicated by the participants as mechanisms of change to achieve CBR outcomes in mental health. This supporting other findings [49][50][51] in which the increase in the acceptability and effectiveness of a strategy was greater if it had constant support from stakeholders.…”
Section: Original Researchmentioning
confidence: 85%
“…Any significant change in mental health services has multi-layered effects upon those who work within it, with mental health staff and leaders likely to experience organizational change fatigue from ever-changing policy expectations (Frawley et al 2018). Organizational change can trigger feelings of risk, uncertainty and anxiety (Hanley et al 2017;Rizq 2011), affecting functioning of teams and services (Powell & Morris 2001).…”
Section: Discussionmentioning
confidence: 99%
“…Whilst we acknowledge that the rapidly changing mental health landscape has impacted organisational leaders (Frawley et al, 2018), we propose that they consider decisions about supervision, support and line of reporting for PPs be based on their expertise in recovery and lived experience. Since "considerable work remains to be done to embed the values of peer support into systemic cultures.…”
Section: Discussionmentioning
confidence: 99%