This book tells the story about the creating of large system change. The specific context and subject matter deals with primary health care in England, but the principles of such change and the lessons and insights learnt are generic. They have relevance and offer great potential for others sectors and contexts.
The extent and scale of the large system change achieved here is best summed up by Donald M. Berwick, CEO from the Institute of Healthcare Improvement, in Boston, Massachusetts, USA who remarked foreword that …
“I personally know of no improvement effort in any industry, that has achieved in such a short time such widespread and frankly, technically difficult set of changes, with such stunning results, ever”.
Similarly, Dr. Ross Wilson, from the Australian Health & Safety Council, New South Wales, remarked that:
“He's achieved more with his system-change activities than I've ever seen anyone, anywhere in the world achieve”.
The story focuses on three essential elements of large system change as follows: - the systematic transfer of knowledge - the creation of an environment that facilitated the uptake of ideas - a unified policy framework and infrastructure for spread.
The account is both insightful and compelling and is a landmark reference on a hands on approach at creating and sustaining large system change.
This beautifully written book is for manages, leaders, practitioners, clinicians, health care professionals, teachers, educators, academics and others engaged in service improvement in the public as well as the private sector.