HIGHLIGHT

Managing change in social care

There is little empirical evidence to guide how change can be successfully achieved within social care organisations. An 18-month study by the Health Services Management Centre (University of Birmingham) and Middlesex University London explored research evidence and the practice experience of those who have led and participated in change initiatives. 

The study suggests that successful change management in adult social care should be:

• co-produced with users and carers and facilitate positive engagement with staff and other stakeholders;
• based on a clear purpose with defined timescales, outcomes and indicators;
• well planned and co-ordinated with flexibility to adapt to other changes that emerge;
• sensitive to local governance and political processes to ensure initial agreement and long-term support; and
• an opportunity to promote learning and development, and develop trust and partnerships between stakeholders.

The study identified four approaches which are potentially relevant to manage change within adult social care services: Action research, Appreciative Inquiry, Lean and Soft-systems Methodology. It has led to the production of a compendium for organisational change which includes a directory of change approaches and change management tools, and fictional case studies to illustrate how these four key approaches could be deployed within adult social care.

The compendium was launched at Community Care Live 2015 on Tuesday.

Read the full summary findings
Read the full change compendium