There is constant pressure on hospitals to improve health care delivery and increase cost effectiveness. New initiatives are the order of the day in the dramatically different health care systems of the United States and Great Britain. Often, as we know all too well, these efforts are not successful. In The Challenge to Change, Rebecca Kolins Givan analyzes the successes and failures of efforts to improve hospitals and explains what factors make it likely that the implementation of reforms will rewarded by positive transformation in a particular institution’s day-to-day operation. Givan’s in-depth qualitative case studies of both top-down initiatives and changes first suggested by staff on the front lines of care point clearly to the importance of all hospital workers in effecting change and even influencing national policy. Givan illuminates the critical role of workers, managers, and unions in enabling or constraining changes in policies and procedures and ensuring their implementation. Givan spotlights an Anglo-American model of hospital care and work organization, even while these countries retain their differences in access and payment. Entrenched professional roles, hierarchical workplace organization, and the sometimes-detached view of policymakers all shape the prospects for change in hospitals. Givan provides important examples of how the dedication and imagination of the people who work in hospitals can make all the difference when it comes to providing quality health care even in a challenging economic environment.

A cohesive, multi-level approach for sustainable educational reform! This completely revised edition of The Challenge of School Change addresses the concerns behind the school change movement, examines theories and implementation strategies, and analyzes a new framework for change. Designed for educational leaders, this collection: Focuses on tri-level reform—school, district, and state/national levels working together to build and strengthen capacity for change Features notable experts, including Richard F. Elmore, Andy Hargreaves, Elizabeth A. City, Pedro A. Noguera, Carmel Crévola, Jim Knight, and Kenneth Leithwood Provides practical implementation examples for tri-level reform Looks at the essential role that hope and emotion play

Change happens. Either intentionally or unintentionally, we find ourselves entangled with change on a daily basis. Depending on the day and our mood, our ability to successfully "rock" change or "roll" with the punches can come and go faster than a one-hit wonder. True rock stars understand that change is a journey. They then find the will to grind it out in the face of adversity to achieve the kind of lasting change they seek. Rock 'n' Roll with It offers a unique approach to creating and accepting powerful and lasting change in your life. Presented through the lens of our beloved Rock 'N' Roll, this book will help you create and perform a personal "set list" designed to keep you engaged while developing the characteristics needed to become a true Rock Star of Change. Thought-provoking interviews with legendary change makers will inspire you to put on your leather pants and shake what your Mama gave you. Brant Menswar and Jim Trick, both real-life rock stars and passionate change agents, skillfully guide your journey through change soundly explaining how change works and equipping you with specific strategies to accomplishing the kind of transformational change that leads to the type of life you really want...one that bears fruit and enriches those around you.

Also included are an introduction describing the intellectual and practical challenges facing the military reformer in peacetime and a concluding essay by Dennis Showalter drawing together the issues examined in the preceding studies and setting these themes in an interpretive, historiographical context. The Challenge of Change has been designed to meet the needs of historians, military professionals, and defense analysts."--BOOK JACKET.

The Challenge of Change is a fascinating behind-the-scenes account of a major transition period in Ireland's health system. Brendan Drumm records his experiences as chief executive of the Health Service Executive (2005–2010) and recounts his vision for Ireland's health service. While acknowledging the problems with and criticisms of the HSE, Drumm's vision has been and still is one of reform. The Challenge of Change: Discusses how the foundations for an integrated healthcare system were laid in Drumm's five years in the HSE.Highlights the obstacles to an integrated healthcare system and healthcare reform in Ireland, including the political and public service system, and the challenge of bringing doctors, nurses and other clinicians along with change.Discusses all the major issues that Drumm dealt with in his role and that the HSE is still dealing with, including the National Children's Hospital, developing primary care teams, the new consultants' contract and major adverse events.Gives an insider's view on the challenges to reform in a public sector context, which feeds into the wider problem of consensus in Ireland's governance structures – in anything from the banks to the political system. "He provides a rare insight into the machinations of health services delivery often threading a fine balancing act between political masters, the aspirations of a general public with parochial interests, and an unyielding bureaucracy long accustomed to doing things its own way." Tom Brett, Director of General Practice and Primary Health Care Research, School of Medicine, The University of Notre Dame, Australia, British Journal of General Practice, July 2012

In an era of increased global competition, of business takeovers, downsizing, restructuring, and even outright failure, intelligent organizational change is the most difficult challenge facing American business. The authors present a comprehensive overview which will be essential for managers.

Museums and the Challenge of Change explores the profound challenges facing museums and charts ways forward that are grounded in partnership with audiences and communities on-site, online, and in wider society. Facing new generations with growing needs and desires, growing population diversity, and a digital revolution, the museum sector knows it must change - but it has been slow to respond. Drawing on the expertise and voices of practitioners from within and beyond the sector, Black calls for a change of mind-set and radical evolution (transformation over time, learning from the process, rather than a 'big bang' approach). Internally, a participative environment supports social interaction through active engagement with collections and content - and Black includes an initial typology of participative exhibits, both traditional and digital. Externally, the museum works in partnership with local communities and other agencies to make a real difference, in response to societal challenges. Black considers what this means for the management and structure of the museum, emphasising that it is not possible to separate the development of a participative experience from the ways in which the museum is organised. Museums and the Challenge of Change is highly practical and focused on initiatives that museums can implement swiftly and cheaply, making a real impact on user engagement. The book will thus be essential reading for museum practitioners and students of museum studies around the globe.

This edited volume addresses how the state system, the organizing political institution in world politics, copes with challenges of rapid change, unanticipated crises, and general turmoil in the twenty-first century. These disruptions are occurring against the background of declining US influence and the rising power of countries in Asia, Africa, and Latin America. Traditional inter-state security concerns coexist with new security preoccupations, such as rivalries likely to erupt over the resources of the global commons, the threat of cyber warfare, the ever-present threat of terrorism, and the economic and social repercussions of globalization. The contributors explore these key themes and the challenges posed by rapid change.

Since Peter Senge published his groundbreaking book The Fifth Discipline, he and his associates have frequently been asked by the business community: "How do we go beyond the first steps of corporate change? How do we sustain momentum?" They know that companies and organizations cannot thrive today without learning to adapt their attitudes and practices. But companies that establish change initiatives discover, after initial success, that even the most promising efforts to transform or revitalize organizations—despite interest, resources, and compelling business results—can fail to sustain themselves over time. That's because organizations have complex, well-developed immune systems, aimed at preserving the status quo. Now, drawing upon new theories about leadership and the long-term success of change initiatives, and based upon twenty-five years of experience building learning organizations, the authors of The Fifth Discipline Fieldbook show how to accelerate success and avoid the obstacles that can stall momentum. The Dance of Change, written for managers and executives at every level of an organization, reveals how business leaders can work together to anticipate the challenges that profound change will ultimately force the organization to face. Then, in a down-to-earth and compellingly clear format, readers will learn how to build the personal and organizational capabilities needed to meet those challenges. These challenges are not imposed from the outside; they are the product of assumptions and practices that people take for granted—an inherent, natural part of the processes of change. And they can stop innovation cold, unless managers at all levels learn to anticipate them and recognize the hidden rewards in each challenge, and the potential to spur further growth. Within the frequently encountered challenge of "Not Enough Time," for example—the lack of control over time available for innovation and learning initiatives—lies a valuable opportunity to reframe the way people organize their workplaces. This book identifies universal challenges that organizations ultimately find themselves confronting, including the challenge of "Fear and Anxiety"; the need to diffuse learning across organizational boundaries; the ways in which assumptions built in to corporate measurement systems can handcuff learning initiatives; and the almost unavoidable misunderstandings between "true believers" and nonbelievers in a company. Filled with individual and team exercises, in-depth accounts of sustaining learning initiatives by managers and leaders in the field, and well-tested practical advice, The Dance of Change provides an insider's perspective on implementing learning and change initiatives at such corporations as British Petroleum, Chrysler, Dupont, Ford, General Electric, Harley-Davidson, Hewlett-Packard, Mitsubishi Electric, Royal DutchShell, Shell Oil Company, Toyota, the United States Army, and Xerox. It offers crucial advice for line-level managers, executive leaders, internal networkers, educators, and others who are struggling to put change initiatives into practice.