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Hospital-based Palliative Care TeamsThe Hospital/Hospice Interface$
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R. J. Dunlop and J. M. Hockley

Print publication date: 1998

Print ISBN-13: 9780192629807

Published to Oxford Scholarship Online: November 2011

DOI: 10.1093/acprof:oso/9780192629807.001.0001

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Achieving change without power

Achieving change without power

Chapter:
(p.56) 4 Achieving change without power
Source:
Hospital-based Palliative Care Teams
Author(s):

R.J. DUNLOP

J.M. HOCKLEY

Publisher:
Oxford University Press
DOI:10.1093/acprof:oso/9780192629807.003.0004

This chapter addresses the issue of achieving change without power and direct authority. It draws parallels between palliative care teams and modern organizations that have to earn the loyalty of employees, rather than expect it by right. The discussion describes managing without power in the business world, systems thinking, personal mastery, understanding the process of influence, the principles of influence, tactics for influencing change, and how one can become more influential in the advisory role. Palliative care teams have a difficult role in acute hospitals. The team must improve the care of terminally ill patients by giving advice and support. Team members need to see the process of change as a slow gradual one, punctuated by frustrations and delays.

Keywords:   systems thinking, influencing change, palliative care, management issues, personal mastery

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