The last decade has seen an unprecedented level of change in health and social care services, with the intention of improving performance and making services more accessible and sensitive to the needs of people using them. The pace and scope of this change has meant that those leading services need to develop a more sophisticated understanding of the management of change.
Managers and professionals involved in implementing change, whether it is a strategic change initiative or operational adjustments to day-to-day practice, face many challenges. It is these challenges that can be helped by an understanding of the concepts and techniques of change management. This practical resource is to be used as a guide to understanding some aspects of the change process, from a preliminary assessment of the need for change, through to implementation and evaluation.
The chapters of this handbook are divided into three sections:
- Organisational issues
- People central to change
- Inter-professional services and innovation
This handbook is based on experience gained over many years of working in health and social care services, in practitioner, management and consultancy roles, and draws on a wide range of examples of organisational change.
Continuous Professional Development
Professionals within the social care sector are required to undertake Continuous Professional Development (CPD). Those who use this resource will be able to gain CPD points.
Vital information for: managers and professionals working in social care
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Terry Scragg
Terry Scragg was formerly principal lecturer in management in the School of Social Studies, University of Chichester, where he was responsible for postgraduate courses for health and social care managers. He originally worked in social services departments as a mental health social worker, team manager and training manager before moving into higher education. He has undertaken a wide range of training and consultancy in social care services, both in the state and independent sectors, and has written numerous books and articles drawing on this experience. He has recently co-edited Reflective Practice in Social Work (2007) and Safeguarding Adults in Social Work (2008).
Alongside academic and consultancy work he has had a long-term commitment to services for people with learning difficulties, including research, advisory and trustee roles. He has an MA in social service planning, a PhD in management and is a fellow of the Chartered Institute of Personnel and Development. He is currently a visiting fellow at the University of Chichester and a trustee of a learning difficulties service in West Sussex.