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Remote;text;Front cover -- Half title -- Title page -- Copyright page -- Contents -- List of Figures -- List of Tables -- List of Contributors -- Acknowledgements -- Introduction -- PART 1 Working in organizations -- 1 Shared vision through team and professional development -- Introduction -- Shared vision -- Shared vision and empowerment -- Shared vision in leadership -- Example from practice 1.1 Failure to create shared vision as a group -- Example from practice 1.2 Successfully creating a shared vision as a group -- Communicating shared vision -- Communicating as a group -- Communication models -- Conclusion -- Key points -- Further reading -- Useful links -- References -- 2 Leadership and change management -- Introduction -- Background to leadership -- So what is leadership? -- Leadership vision -- Leadership qualities -- Leadership, teamwork and motivation -- Types of leadership -- Leadership support for the follower -- What do we mean by clinical leadership? -- Change or improvement? -- Targets of change -- Models of change -- Organizational change -- Emotional responses to change -- Resistance to change -- Achieving excellent leadership in practice -- Organizational culture -- Support for leaders -- Conclusions -- Key points -- Further reading -- Useful links -- References -- 3 Whole systems approaches to organizational working -- Introduction -- Background -- Where does the term 'whole systems approaches' originate from and what does it mean? -- The emergence of whole systems approaches within health and social care -- Whole systems approaches supporting the workings of health and social care organizations -- Potential advantages of using whole systems approaches to health and social care -- Types of whole systems approach -- Case study 3.1 Applying whole systems approaches to support getting evidence into practice.;Attribution of whole systems approaches to nursing -- The future of whole systems reform to health and social care organizations and working -- Conclusion -- Key points -- Useful links -- References -- PART 2 Collaborative working -- 4 Cross-professional working and development -- Introduction -- Defining cross-professional working -- The outcomes of an effective cross-professional team -- How positive outcomes are achieved within a cross-professional team -- Different philosophies and stereotyping: challenges to inter-professional working -- Terminology in cross-professional learning -- Inter-agency working -- Case study 4.1 Cross-professional working -- A framework to understand inter-agency working -- Conclusion -- Key points -- Useful links -- References -- 5 Integrated teamworking -- Introduction -- Background -- Drivers for integrated teamworking -- What is integrated teamworking? -- The core values of integrated teamworking -- Core factors of integrated teamworking: a framework for excellence in practice -- What does it mean to work in an 'integrated' way? -- Conclusion -- Key points -- Useful links -- References -- 6 Factors influencing collaborative working -- Introduction -- Background -- The enabling and inhibiting influencing collaborative working -- Culture -- Case study 6.1 Proactive culture leading to a learning organization -- Management -- Leadership -- Communication -- Education and training -- Knowledge -- Support -- Conclusion -- Key points -- Further reading -- References -- PART 3 User-focused care -- 7 Exploring the meaning of user involvement and making it happen -- Introduction -- Background -- Origins of user and carer involvement -- Drivers for users and user involvement -- Models and frameworks for user and carer involvement -- Why user and carer involvement is important in achieving excellence in practice.;Case study 7.1 Examples of user/carer/lay participant involvement -- Challenges to user involvement -- Conclusion -- Key points -- Further reading -- Useful links -- References -- 8 Ethical issues pertaining to user involvement in practice development -- Introduction -- Background -- Ethical implications of different approaches to user involvement -- The centrality of power -- Case study 8.1 Gender identity -- Some suggestions for principles to underpin the involvement of users in practice development -- Conclusion -- Key points -- Useful links -- References -- 9 Developing excellent service user engagement: a practical example -- Introduction -- Background -- Support mechanisms -- Developing a strategy for user engagement -- Strategic planning and management: the importance of establishing a working or steering group -- Case study 9.1 An example from an educational setting: University of Teesside's School of Health and Social Care devised a set of terms of reference for user engagement -- Case study 9.2 An example of a user and carer event in a university -- User engagement: innovations in curriculum design, delivery, management and evaluation of the education of health and social care professionals -- User engagement: the way forward for the future -- Case study 9.3 Interpersonal development -- Case study 9.4 An example of an effective episode in a case study of service user engagement -- Conclusion -- Key points -- References -- 10 Equality and diversity in practice development -- Introduction -- Background -- Just political correctness? -- Diversity -- Equal opportunities -- Equity -- Equality -- Human rights -- Discrimination and oppression in health and social care -- Processes of discrimination -- A model to explore discrimination and oppression -- Case study 10.1 Raising awareness -- Conclusion -- Key points -- Further reading -- Useful links.;References -- 11 Conclusion: the future facing working in organizations in health and social care -- Introduction -- Working in organizations: the importance of shared vision -- The role of leadership and change management -- A whole systems approach -- Collaborative working: cross-professional working -- Integrated teamworking -- Enabling collaborative working -- User-focused care: making user involvement a reality -- Ethical issues in user involvement -- Ways of engaging users -- Promoting equality and diversity -- Working in organizations in health and social care: a model for looking towards the future -- Further reading -- Index -- Back cover.

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Front cover -- Half title -- Title page -- Copyright page -- Contents -- List of Figures -- List of Tables -- List of Contributors -- Acknowledgements -- Introduction -- PART 1 Working in organizations -- 1 Shared vision through team and professional development -- Introduction -- Shared vision -- Shared vision and empowerment -- Shared vision in leadership -- Example from practice 1.1 Failure to create shared vision as a group -- Example from practice 1.2 Successfully creating a shared vision as a group -- Communicating shared vision -- Communicating as a group -- Communication models -- Conclusion -- Key points -- Further reading -- Useful links -- References -- 2 Leadership and change management -- Introduction -- Background to leadership -- So what is leadership? -- Leadership vision -- Leadership qualities -- Leadership, teamwork and motivation -- Types of leadership -- Leadership support for the follower -- What do we mean by clinical leadership? -- Change or improvement? -- Targets of change -- Models of change -- Organizational change -- Emotional responses to change -- Resistance to change -- Achieving excellent leadership in practice -- Organizational culture -- Support for leaders -- Conclusions -- Key points -- Further reading -- Useful links -- References -- 3 Whole systems approaches to organizational working -- Introduction -- Background -- Where does the term 'whole systems approaches' originate from and what does it mean? -- The emergence of whole systems approaches within health and social care -- Whole systems approaches supporting the workings of health and social care organizations -- Potential advantages of using whole systems approaches to health and social care -- Types of whole systems approach -- Case study 3.1 Applying whole systems approaches to support getting evidence into practice.

Attribution of whole systems approaches to nursing -- The future of whole systems reform to health and social care organizations and working -- Conclusion -- Key points -- Useful links -- References -- PART 2 Collaborative working -- 4 Cross-professional working and development -- Introduction -- Defining cross-professional working -- The outcomes of an effective cross-professional team -- How positive outcomes are achieved within a cross-professional team -- Different philosophies and stereotyping: challenges to inter-professional working -- Terminology in cross-professional learning -- Inter-agency working -- Case study 4.1 Cross-professional working -- A framework to understand inter-agency working -- Conclusion -- Key points -- Useful links -- References -- 5 Integrated teamworking -- Introduction -- Background -- Drivers for integrated teamworking -- What is integrated teamworking? -- The core values of integrated teamworking -- Core factors of integrated teamworking: a framework for excellence in practice -- What does it mean to work in an 'integrated' way? -- Conclusion -- Key points -- Useful links -- References -- 6 Factors influencing collaborative working -- Introduction -- Background -- The enabling and inhibiting influencing collaborative working -- Culture -- Case study 6.1 Proactive culture leading to a learning organization -- Management -- Leadership -- Communication -- Education and training -- Knowledge -- Support -- Conclusion -- Key points -- Further reading -- References -- PART 3 User-focused care -- 7 Exploring the meaning of user involvement and making it happen -- Introduction -- Background -- Origins of user and carer involvement -- Drivers for users and user involvement -- Models and frameworks for user and carer involvement -- Why user and carer involvement is important in achieving excellence in practice.

Case study 7.1 Examples of user/carer/lay participant involvement -- Challenges to user involvement -- Conclusion -- Key points -- Further reading -- Useful links -- References -- 8 Ethical issues pertaining to user involvement in practice development -- Introduction -- Background -- Ethical implications of different approaches to user involvement -- The centrality of power -- Case study 8.1 Gender identity -- Some suggestions for principles to underpin the involvement of users in practice development -- Conclusion -- Key points -- Useful links -- References -- 9 Developing excellent service user engagement: a practical example -- Introduction -- Background -- Support mechanisms -- Developing a strategy for user engagement -- Strategic planning and management: the importance of establishing a working or steering group -- Case study 9.1 An example from an educational setting: University of Teesside's School of Health and Social Care devised a set of terms of reference for user engagement -- Case study 9.2 An example of a user and carer event in a university -- User engagement: innovations in curriculum design, delivery, management and evaluation of the education of health and social care professionals -- User engagement: the way forward for the future -- Case study 9.3 Interpersonal development -- Case study 9.4 An example of an effective episode in a case study of service user engagement -- Conclusion -- Key points -- References -- 10 Equality and diversity in practice development -- Introduction -- Background -- Just political correctness? -- Diversity -- Equal opportunities -- Equity -- Equality -- Human rights -- Discrimination and oppression in health and social care -- Processes of discrimination -- A model to explore discrimination and oppression -- Case study 10.1 Raising awareness -- Conclusion -- Key points -- Further reading -- Useful links.

References -- 11 Conclusion: the future facing working in organizations in health and social care -- Introduction -- Working in organizations: the importance of shared vision -- The role of leadership and change management -- A whole systems approach -- Collaborative working: cross-professional working -- Integrated teamworking -- Enabling collaborative working -- User-focused care: making user involvement a reality -- Ethical issues in user involvement -- Ways of engaging users -- Promoting equality and diversity -- Working in organizations in health and social care: a model for looking towards the future -- Further reading -- Index -- Back cover.

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