Jump to ContentJump to Main Navigation
Social Movements and the Transformation of American Health Care$
Users without a subscription are not able to see the full content.

Jane Banaszak-Holl, Sandra Levitsky, and Mayer Zald

Print publication date: 2010

Print ISBN-13: 9780195388299

Published to Oxford Scholarship Online: September 2010

DOI: 10.1093/acprof:oso/9780195388299.001.0001

Show Summary Details
Page of

PRINTED FROM OXFORD SCHOLARSHIP ONLINE (www.oxfordscholarship.com). (c) Copyright Oxford University Press, 2018. All Rights Reserved. Under the terms of the licence agreement, an individual user may print out a PDF of a single chapter of a monograph in OSO for personal use (for details see www.oxfordscholarship.com/page/privacy-policy).date: 10 December 2018

Bringing Social Movement Theory to Healthcare Practice in the English National Health Service *

Bringing Social Movement Theory to Healthcare Practice in the English National Health Service *

Chapter:
(p.188) 12 Bringing Social Movement Theory to Healthcare Practice in the English National Health Service*
Source:
Social Movements and the Transformation of American Health Care
Author(s):

Paul Bate

Glenn Robert

Publisher:
Oxford University Press
DOI:10.1093/acprof:oso/9780195388299.003.0012

This chapter translates social movement theory into an organizational change intervention designed to improve patient services. The paper describes how the authors' team from University College London came together with the English National Health Service (NHS) staff in a unique five‐year collaboration to apply social movement principles to the challenge of bringing about major healthcare reform. The collaboration went through five stages on its journey from concept to implementation: (1) an initial period of evidence gathering and literature review; (2) a series of conferences and workshops exploring the relevance and application of social movement ideas to healthcare reform; (3) field testing of change interventions within four pilot NHS organizations; (4) the launch of a revised model to a larger group of twelve NHS organizations with an identifiable “cause”; and (5) evaluation with a sample of those who attended events to ascertain what happened as they implemented plans. This chapter critically considers the relevance and utility of social movement theories for health practitioners, a comparison between the social movement lenses and organizational change theories commonly used by health providers, and discussion of practical issues arising during implementation of social movement activity within a large formal organization.

Keywords:   National Health Service, United Kingdom health care, social movements, organizational change intervention, organizational development

Oxford Scholarship Online requires a subscription or purchase to access the full text of books within the service. Public users can however freely search the site and view the abstracts and keywords for each book and chapter.

Please, subscribe or login to access full text content.

If you think you should have access to this title, please contact your librarian.

To troubleshoot, please check our FAQs , and if you can't find the answer there, please contact us .