Leading change in health and social care / Vivien Martin.

Includes bibliographical references (p. 179-181) and index.

1. Learning, leading and change in health and social care--Living with change--Why are leaders needed? --The experience of change--Leading a learning process --Leading change in health and care services--Leading change as a process --2. The context of leadership --Change in perspective --Leadership in health and social care --Leaders and managers--Trait theories-- Behavioural theories --Contingency theories --Transformational leadership-- Leading as a social process--3. Thinking as a leader--Thinking and learning --Thinking about thinking--Ideas about thinking and knowledge --Thinking `out of the box\'--Critical thinking --Creative thinking-- Systems thinking --Learning to change --4. Learning in health and social care--Learning as an adult-- Transformative learning --Planning your own learning --Leading transformative learning --5. Taking a leading role--Opportunities to lead--Becoming a competent leader--Being effective --Taking care of yourself as a leader--Coping with pressure--Recognising stress --Causes of stress --Alleviating stress--Emotional intelligence--Developing personal identity as a leader--6. Developing change agents --Individuals, groups and teams --Supporting learning and development --Learning styles --Forming a team to achieve change --Developing a team to achieve change --Developing individuals as change agents --Empowering change agents --7. Leading learning--Learning from evidence --The nature of evidence --Sufficient evidence --Authentic evidence --Valid evidence-- Current evidence --Using research studies --Learning in an organisation --Contributing to a learning culture --8. Being aware --Awareness-- What drives change?--Change driven from the external environment --What choice do we have?--Change driven from within the organisation--Types of change --Working in complex systems --Models of change--Leading transformational change--9. Finding a focus --Making an improvement --Getting into a mess --Asking questions--10. Developing vision --The nature of vision-- What stops us from being creative?--What helps us to be creative?--Creative visioning --Systems in an ideal world --Reconciling alternative visions-- Committing to the vision --11. Developing direction-- Preparing for transition --Aligning values-- Influence of values--Developing a plan for change--Planning in less certain conditions-- Communicating the direction --12. Inspiring action--Inspiring others --Leading and managing the process --Changing culture-- Working with resistance--Identifying support and resistance-- Commitment planning--13. Reviewing, revising and reflecting--Reviewing and revising--Making change stick--Evaluation--Designing and planning an evaluation --Analysing and reporting the results --Learning from change --Where are we now?--14. Transforming.

Exploring the need for individuals to engage with personal change through learning as an essential part of achieving significant change in organisations, this text explains how to engage with people's energy, enthusiasm & abilities to enable them to think & do things differently.