Reforming a Health Care System in a Big Way? The Case of Change in the British NHS

Abstract

There is a significant literature on change in health care systems, but much of this has little explicit discussion of conceptual approaches, measures or explanations of change. This article examines studies of the British National Health Service (NHS) focusing on the what, how much and why of change. It sets out the main approaches to studying continuity and change: institutional continuity and path dependency (PD); incremental change; punctuated equilibrium; gradual institutional change; ideational analysis; paradigm change; and institutional logics. It briefly critically discusses each of these approaches, and then examines the main studies in chronological order. With reference to the three main questions of this article, the 'what' of change suggests that, in terms of the number of studies, PD and ideational approaches appear to be dominant. The 'how much' of change question remains problematic due to unclear dependent variables and conflicting conclusions. Lastly, the 'why' of change remains unresolved. In short, studies of change in the British NHS tend to be overly descriptive and under-theorized, and do not fully address issues of theories and concepts, measures and explanations; or the what, how much and why of change.

Changing the ward culture in a clinic during the implementation of person-centred care

“…[3] Professional territorialism and organizational inertia have been identified as reasons for slow routines and path dependency. [4,5] Nevertheless, changing existing practices is possible, although this requires a holistic approach targeting the specific context and groups, including key stakeholders such as health-care professionals, as well as line managers and top-level management. [1,6,7] Sweden, where the data used in this study were collected, has old and comprehensive public health-care structures.…”

Creating “Risky” New Roles in Healthcare: Identities, Boundary-Making, and Skilling Under Rationalization and Consumer Demand

“…Changing technologies, consumer demands, and shifts in the funding environment make it essential that healthcare organizations change how they operate (Avgar et al, 2020;Timmermans, 2020;Vogus et al, 2020). Simultaneously, as an institution, medicine is slow, inflexible, and unlikely to change in large-scale ways (Micelotta et al, 2017;Powell, 2016;Scott et al, 2000). The end result is changes in the organization of healthcare work, in hopes of discovering new ways to improve care and efficiency (Berwick et al, 2008;Scott et al, 2000).…”