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Change Management

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Handbook Integrated Care

Abstract

Transforming care systems so they become more integrated is a long-term and complex task. It is understood that implementing integrated care requires pro-active management support and good leadership. However, the implementation science behind integrated care remains weak and there is little guidance to support managers and decision-makers in making change happen. This chapter examines these issues and introduces a novel change management model for integrated care to support implementation at both the policy and practice level.

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Author information

Authors and Affiliations

  1. International Foundation for Integrated Care, Wolfson College, Linton Road, Oxford, OX2 6UD, UK

    Nick Goodwin

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  1. Nick Goodwin
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Correspondence to Nick Goodwin .

Editor information

Editors and Affiliations

  1. Institute for Epidemiology, Social Medicine and Health System Research, Medical School Hannover, Hannover, Germany

    Volker Amelung

  2. International Foundation for Integrated Care, Oxford, United Kingdom

    Viktoria Stein

  3. International Foundation for Integrated Care, Oxford, United Kingdom

    Nicholas Goodwin

  4. Health Policy Research and Planning, Clalit Health Services, Tel-Aviv, Israel

    Ran Balicer

  5. European Observatory on Health Systems and Policies, London School of Economics and Political Science, London School of Hygiene & Tropical Medicine, London, United Kingdom

    Ellen Nolte

  6. Workforce Research & Evaluation, Alberta Health Services Calgary, Calgary, Alberta, Canada

    Esther Suter

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Goodwin, N. (2017). Change Management. In: Amelung, V., Stein, V., Goodwin, N., Balicer, R., Nolte, E., Suter, E. (eds) Handbook Integrated Care. Springer, Cham. https://doi.org/10.1007/978-3-319-56103-5_16

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