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Organising Care in a Time of Covid-19: Implications for Leadership, Governance a
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Specificaties
- Objectstaat
- ISBN-13
- 9783030826956
- Book Title
- Organising Care in a Time of Covid-19
- ISBN
- 9783030826956
- Series
- Organizational Behaviour in Healthcare Ser.
- Publication Year
- 2021
- Type
- Textbook
- Format
- Hardcover
- Language
- English
- Publication Name
- Organising Care in a Time of Covid-19 : Implications for Leadership, Governance and Policy
- Item Length
- 8.3in
- Publisher
- Springer International Publishing A&G
- Item Width
- 5.8in
- Item Weight
- 22.9 Oz
- Number of Pages
- Xxv, 351 Pages
Over dit product
Product Information
1. Intra-Crisis Policy Transfer: the case of Covid 19 in the UK Martin Powell and Sophie King-Hill, University of Birmingham, UK Learning from abroad and policy transfer feature in the literature on learning (eg Bennett and Howlett 1992; Vagionaki and Trein 2019) and in health care (eg Klein 1997; Ettelt et al 2012), but it focuses on 'normal' rather than crisis policy making. This chapter brings together the literatures on learning and policy transfer with material on crisis learning in order to assess policy transfer in the Covid 19 Pandemic in the UK. The leading authors in the field of policy transfer, Dolowitz and Marsh (1996) suggested a series of questions that might be addressed: Who transfers policy? Why engage in policy transfer? What is transferred? Are there different degrees of transfer? From where are lessons drawn? What factors constrain policy transfer? They later added a further question about how the process of policy transfer related to policy "success" or "failure." (Dolowitz and Marsh 2000; cf Marsh and McConnell 2009)). However, although their titles stress 'learning' and 'lessons' (eg 'Who learns what from whom' (Dolowitz and Marsh 1996) and 'Learning from abroad' (Dolowitz and Marsh 2000)), the literature arguably say little about learning (eg Ingold and Monaghan 2016). The policy transfer literature focuses on 'normal' times, but there is little on policy transfer in a crisis, with its constituent elements of threat, uncertainty, and urgency. Conversely, it is broadly argued that lesson-drawing is one of the most underdeveloped aspects of crisis management. The literature distinguishes learning across crises and learning within a crisis, or inter-crisis and inter-crisis management, and between 'routine' and 'non-routine' or 'less routine' crises (eg Moynihan 2008, 2009). While there is some literature on inter-crisis learning from Pandemics (eg Stark 2018), the material on intra-learning during Pandemics is limited. For example, Baekkeskov and Robin (2014) claim that 'pandemic response is unique' because it was ruled by bureaucratized experts rather than by elected politicians. They argue that while natural disaster responses appear to follow a political logic, national pandemic vaccination policies follow a bureaucratic logic. However, pandemic vaccination policies diverge significantly between countries because expert judgments differ significantly. Baekkeskov (2016) focuses on the different response policies in the Netherlands and Denmark to the 2009 H1N1 'swine' influenza pandemic. The main aims explore how the main elements of learning, particularly cross-national lesson-drawing and policy transfer play out in the Covid 19 crisis. The main research questions are drawn from Dolowitz and Marsh (1996, 2000) framework (above). However, it addresses them with respect to the crisis and learning literatures. From the crisis perspective, how do threat, uncertainty, and urgency relate to policy transfer in a non-routine and intra-crisis situation? From the learning perspective, to what extent did the UK look to learn from abroad?; where did the UK look, and why?; and what did the UK learn? The material is primarily drawn from documents such as the Minutes of the scientific advisory bodies (eg SPI; NERVTAG), and associated scientific published articles (eg Lancet), Hansard Debates, media sources, and (possibly) interviews, and analysed by Interpretative Content Analysis. 2. Population health management in the NHS: what can we learn from covid-19? Kath Checkland, University of Manchester, UK The NHS Long Term Plan (NHS England 2019) sets out the agenda for NHS services in England for the next decade. One of the key strands of the Plan is a move towards what is called 'Populat
Product Identifiers
Publisher
Springer International Publishing A&G
ISBN-10
3030826953
ISBN-13
9783030826956
eBay Product ID (ePID)
14050401919
Product Key Features
Publication Name
Organising Care in a Time of Covid-19 : Implications for Leadership, Governance and Policy
Format
Hardcover
Language
English
Series
Organizational Behaviour in Healthcare Ser.
Publication Year
2021
Type
Textbook
Number of Pages
Xxv, 351 Pages
Dimensions
Item Length
8.3in
Item Width
5.8in
Item Weight
22.9 Oz
Additional Product Features
Number of Volumes
1 Vol.
Lc Classification Number
Ra971-971.85
Table of Content
Chapter 1: Introduction.- Chapter 2: Intra-Crisis Policy Transfer: the case of COVID-19 in the UK.- Chapter 3: Whose science has been followed? The organisation of scientific advice to the UK government in the COVID-19 response.- Chapter 4: Learning from history or reacting to events? Colombia's navigation of major system change in response to COVID-19.- Chapter 5: COVID-19 and the flexibility of the bureaucratic ethos.- Chapter 6: Dancing with a Virus: Finding new Rhythms of Organizing and Caring in Dutch Hospitals.- Chapter 7: Professional engagement in management: learnings from the COVID-19 crisis in France.- Chapter 8. Theorizing reorganisations of care: Boundary work and the professions during Ontario's COVID-19 response.- Chapter 9: The impact of COVID-19 on primary care practitioners: transformation, upheaval and uncertainty.- Chapter 10: Professionalism in a pandemic: shifting perceptions of nursing through social media.- Chapter 11: Population health managementin the NHS: what can we learn from COVID-19?.- Chapter 12: The temporal dimensions of health technology adoption during the Covid-19 pandemic: revisiting Roger's diffusionist innovation theory. Chapter 13: The Politics of life and death in the time of COVID-19.- Chapter 14: Rapid impact organisation behaviour (RIOB) research for responses by healthcare organisations to evolving crises (SARS COV-2 pandemic): Examples of a new OB specialty.- Chapter 15: Will the "new" become the "normal"? Exploring Sustainability of Rapid Health System Transformations
Copyright Date
2021
Topic
Public Health, Management
Dewey Decimal
362.1
Dewey Edition
23
Illustrated
Yes
Genre
Business & Economics, Medical
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