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首页> 外文期刊>Sociology of health & illness >Plus ca change, plus c'est la meme chose: senior NHS managers' narratives of restructuring.
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Plus ca change, plus c'est la meme chose: senior NHS managers' narratives of restructuring.

机译：变化越多，就越相同：NHS高级管理人员对重组的叙述。

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摘要

The UK National Health Service (NHS) is regularly restructured. Its smooth operation and organisational memory depends on the insights and capability of managers, especially those with experience of previous transitions. Narrative methods can illuminate complex change from the perspective of key actors. We used an adaptation of Wengraf's biographical narrative life interview method to explore how 20 senior NHS managers (chief executives, directors and assistant directors) had perceived and responded to major transitions since 1974. Data were analysed thematically using insights from phenomenology, neo-institutional theory and critical management studies. Findings were contextualised within a literature review of NHS policy and management 1974-2009. Managers described how experience in different NHS organisations helped build resilience and tacit knowledge, and how a strong commitment to the 'NHS brand' allowed them to weather a succession of policy changes and implement and embed such changes locally. By synthesising these personal and situated micro-narratives, we built a wider picture of macro-level institutional change in the NHS, in which the various visible restructurings in recent years appear to have masked a deeper continuity in terms of enduring values, norms and ways of working. We consider the implications of these findings for the future NHS.
机译：英国国家卫生局（NHS）定期进行重组。它的平稳运作和组织记忆力取决于管理者的洞察力和能力，尤其是那些先前有过过渡经验的管理者。叙事方法可以从关键角色的角度阐明复杂的变化。我们使用了Wengraf的传记式叙事生活访谈方法的改编，以探讨自1974年以来20位NHS高级管理人员（首席执行官，董事和助理董事）如何感知和应对重大转变。使用现象学，新制度理论的见解对数据进行主题分析。和关键管理研究。在对1974-2009年NHS政策和管理的文献综述中，对发现进行了背景分析。经理们描述了在不同的NHS组织中的经验如何帮助增强适应力和隐性知识，以及对“ NHS品牌”的坚定承诺如何使他们经受一系列政策变化并在本地实施和嵌入此类变化。通过综合这些个人和处境的微观叙事，我们对NHS的宏观制度变革有了更广阔的了解，其中近年来的各种可见重组似乎掩盖了持久的价值，规范和方式的更深层次的连续性。工作。我们考虑这些发现对未来NHS的意义。

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