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Implementing culture change within the NHS: Contributions from Occupational Psychology

Implementing culture change within the NHS: Contributions from Occupational Psychology

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Quick Overview

Following the landmark publication of the Francis Report in February 2013, the result of a public inquiry into Mid Staffordshire NHS Foundation Trust, the monumental task of implementing its recommended culture change within the NHS has dominated the healthcare policy landscape.

This contribution from the Division of Occupational Psychology presents a series of chapters by occupational psychologists, each drawing on evidence and expertise from the field to address the question of how this culture change can be implemented within the NHS.

By employing occupational psychology evidence and expertise, each of the chapters explore different aspects of organisational culture - from the boards to the wards of hospitals - that must be addressed simultaneously in order to create an NHS that is patient-centred and safety focused.



Executive summary of recommendations


NHS Staff: Recruitment, staff well-being, engagement and empowerment

Values-based recruitment for patient-centred care
Fiona Patterson, Lara Zibarras & Helena Edwards

Managing staff experience to improve organisational culture
Barbara Wren

Work design for compassionate care and patient safety
Chris Clegg, Lucy Bolton, Ryan Offutt & Matthew Davis

Leadership: Directing culture change and enabling staff well-being

Leading and managing high performing teams
Beverly Alimo-Metcalfe & Juliette Alban-Metcalfe

Fostering a continuous learning culture in the NHS: The role of leadership
Michal Tombs-Katz

Trust boards and governance: Composition and behavioural styles
Rosalind Searle, Alison Legood & Kevin Teoh

Organisational culture change

Building cultures of transparency and openness  
Joanna Wilde

Managing culture change in the NHS: An overview
Michael Wellin


Additional Information