Alasdair Liddell and David Welbourn
The paper seeks to move the integrated care debate forward by exploring what contributes to improved quality and efficiency, and to consider the practical consequences of…
Abstract
Purpose
The paper seeks to move the integrated care debate forward by exploring what contributes to improved quality and efficiency, and to consider the practical consequences of translating a model exemplifying that success into the English context.
Design/methodology/approach
The authors contend that a key driver is to unite the whole system in a single purpose, incentivising all parts to align with that single shared purpose. Although designed for a very different healthcare system, the Accountable Care Organisation (ACO) model exemplifies this principle – aligning incentives across a variety of providers to achieve practical integration driven by outcomes.
Findings
The authors explore what an ACO model would comprise if transposed, demonstrating that it offers the short term gains claimed for integrated care whilst also providing a structured framework setting out a clear long term roadmap for both commissioner and provider evolution, hitherto not addressed by policy. Drawing analogies from other industries it is suggested that potential conflict between integration, competition and choice is exaggerated. The discussions with leaders and whole community groups has consistently been found to provide fresh and helpful insight.
Originality/value
In this paper, the authors bring fresh insight to what aspects of integrated care contribute to future success and then explore why and how that insight can be applied by translating growing experience from elsewhere into the English NHS setting.
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Outlines and reports on a radical new approach to developing both an organization and its people to enable those people to be themselves in body, mind and spirit while at work and…
Abstract
Purpose
Outlines and reports on a radical new approach to developing both an organization and its people to enable those people to be themselves in body, mind and spirit while at work and so feel fulfilled – and, in the process, enable the organization to be more successful.
Design/methodology/approach
Outlines the philosophy of Ecumenical Partnership Initiatives Compassion in Change (EPICC), a part of Workplace Matters; summarizes key industry trends identified in relevant research, and sets out EPICC's question‐based approach to achieving its clients' goals.
Findings
Reports research findings that only 20 percent of employees in large organizations feel their strengths are used every day and eight out of ten employees feel miscast in their job. Outlines a new way of business thinking with regard to human resources and development. Reports that, when dealing with business issues within the social paradigm, it is important to be open to things of the spirit.
Practical implications
Describes how people can “take their whole selves to work” and how organizations can reap the full benefits of encouraging this policy.
Social implications
Contends that financial results will be better, customers will be delighted and staff will thrive where the business can find the right balance between two management paradigms: the dominant economic – finance based, short term, zero‐sum, process, rational, controlling – and the emerging social paradigm based around relationships, ethics and inspiration.
Originality/value
Contains important insights into how this balance can be achieved.
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Stephanie Kaudela-Baum, Karina R. Jensen and Rob Sheffield
This chapter first describes the essential aspects of a currently changing world, which is characterised by digitalisation, globalisation and politically unstable situations…
Abstract
This chapter first describes the essential aspects of a currently changing world, which is characterised by digitalisation, globalisation and politically unstable situations. Based on this transformation context, key concepts such as leadership, innovation, innovation leadership and leadership competences are introduced, along with a new definition and framework for innovation leadership. The chapter discusses the distinction between innovation leadership and innovation management, and the connecting lines between these two concepts. The innovation leadership framework is described and related to the individual contributions of the authors in the book. The chapter frames these contributions along the dimensions of self-leadership, team leadership, organisational leadership and ecosystem leadership.
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In my book, Rural Rebels, I examined the nature of two protest movements in Kenya and discussed their determinants. Here I will attempt a more general explanation of protest…
Abstract
In my book, Rural Rebels, I examined the nature of two protest movements in Kenya and discussed their determinants. Here I will attempt a more general explanation of protest movements in colonial Kenya addressing the question of why they clustered among certain tribes and in certain areas and not in others. The fact that movements were not randomly distributed throughout the country but clustered, suggests that any explanation of causation that focuses merely on culture contact, or on colonialism or one of its aspects, is inadequate because these are not sufficient causes in themselves. The questions that need to be answered are, under what conditions does colonialism or culture contact lead to the occurrence of protest movements? Any adequate explanation should be able to account for their appearance in one area, and absence in another, within a particular country. Secondly, within tribes and particular areas, what are some of the factors involved in support for, and opposition to, colonialism? Third, why was the protest movement such a common response? The following analysis tries to answer these questions, however tentatively.
James Lewis and Sarah A.V. Lewis
The purpose of this paper is to emphasise how vulnerability is not only “place-based” and to explore by example how vulnerability to hazards in England may comprise additional…
Abstract
Purpose
The purpose of this paper is to emphasise how vulnerability is not only “place-based” and to explore by example how vulnerability to hazards in England may comprise additional economic, social and psychological contributors to poverty. The mutuality of poverty and vulnerability is demonstrated, as are examples of susceptibility of the vulnerable to stigmatic disregard and cruelty.
Design/methodology/approach
“Place-based” vulnerability is exemplified by coastal vulnerabilities and causes of their increase. Poverty and its causes are explained, followed by examples of possible contributors, indicators and consequences in incomes, living costs and debt; housing welfare and homelessness; food, nutrition, health and mental ill-health. Susceptibility to stigmatic behaviours exacerbate personal vulnerabilities.
Findings
Dynamics of mutual inter-relationships between poverty and vulnerability are demonstrated. Behavioural responses to either condition by individuals and by society at large, to which those who are vulnerable or in poverty are susceptible, are described in the present and from history.
Research limitations/implications
Findings form a “theoretical reality” upon which some measures may follow. An additional need is identified for long-term social field research to follow adults’ and childrens’ experiences, and consequences of poverty in vulnerable situations.
Practical implications
Vulnerability accrues irrevocably between disasters, the results of which may be exposed by disaster impacts.
Social implications
Recognition of linkages between economic and social vulnerability and disasters is essential for subsequent action to reduce the impact of disasters upon society.
Originality/value
Though vulnerability has been explored for many years, the dynamics of its contributing processes require further explanation before their wider comprehension is achieved.