‘In these pages you will find a rich mixture of the best in leadership and organisation development practice and theory, based on a lifetime of studying and applying the principles of why some healthcare organisations succeed and why some fail.’

This inspirational book analyses the attitudes and disciplines which make people and the organizations for which they work more effective, more productive and generally more successful. The author, who has experience of working in healthcare and manufacturing and with senior civil servants, and is also familiar with key academic literature, sets out a highly practical combination of practice, theory and policy applicable in a wide variety of healthcare situations.

Now revised, including an entirely new chapter on being patient-focused, this remains an invaluable resource for health service leaders and future leaders including managers, clinicians, policy makers and academics.

* Leadership
* Organisation development: what on earth is it?
* The team player
* Organisational learning: can the right hand know what the left hand is doing?
* Human resource management
* Attitudes
* Being patient focused
* Building effective organisations: the lesson of Nigel the bricklayer
* Getting to the very heart of the matter
* Personal growth: seven essential steps
* Actions speak louder than words

‘Impressive, wide-ranging and entertaining. A well-researched and readable volume.’
THE JOURNAL OF FINANCE AND MANAGEMENT IN PUBLIC SERVICES

'Very practical, full of common sense and interspersed with some interesting anecdotes and analogies. The author has a healthy disregard for many management practices, which does encourage the reader to think outside the box. Eminently readable.' CLINICIAN IN MANAGEMENT