TY - JOUR
KW - Adaptation, Psychological
KW - Attitude of Health Personnel
KW - Communication
KW - Community Health Services/organization & administration
KW - Cooperative Behavior
KW - Defense Mechanisms
KW - England
KW - Health Care Reform/organization & administration
KW - Health Knowledge, Attitudes, Practice
KW - Health Services Needs and Demand
KW - Humans
KW - Interinstitutional Relations
KW - Interprofessional Relations
KW - Leadership
KW - Nursing Methodology Research
KW - Organizational Culture
KW - Organizational Innovation
KW - Primary Health Care/organization & administration
KW - Professional Role/psychology
KW - Psychoanalytic Interpretation
KW - Questionnaires
KW - Social Work/organization & administration
KW - State Medicine/organization & administration
AU - T. Warne
AU - S. McAndrew
AU - M. King
AU - K. Holland
A1 - 
AB - The sustained modernisation of the UK primary health care service has resulted in individuals and organisations having to develop more integrated ways of working. This has resulted in changes to the structure and functioning of primary care organisations, changes to the traditional workforce, and an increase in scope of primary care practice. These changes have contributed to what for many staff has become a constantly turbulent organisational and practice environment. Data from a three-year project, commissioned by the North West Development Agency is used to explore how staff involved in these changes dealt with this turbulence. Three hundred and fifty staff working within primary care participated in the study. A multimethods approach was used which facilitated an iterative analysis and data collection process. Thematic analysis revealed a high degree of congruence between the perceptions of all staff groups with evidence of a generally well-articulated, but often rhetorical view of the organisational and professional factors involved in how these changes were experienced. This rhetoric was used by individuals as a way of containing both the good and bad elements of their experience. This paper discusses how these defense mechanisms need to be recognised and understood by managers so that a more supportive organisational culture is developed.
BT - Nurse education today
C5 - Education & Workforce
CP - 8
CY - Scotland
DO - 10.1016/j.nedt.2007.02.005
IS - 8
JF - Nurse education today
N2 - The sustained modernisation of the UK primary health care service has resulted in individuals and organisations having to develop more integrated ways of working. This has resulted in changes to the structure and functioning of primary care organisations, changes to the traditional workforce, and an increase in scope of primary care practice. These changes have contributed to what for many staff has become a constantly turbulent organisational and practice environment. Data from a three-year project, commissioned by the North West Development Agency is used to explore how staff involved in these changes dealt with this turbulence. Three hundred and fifty staff working within primary care participated in the study. A multimethods approach was used which facilitated an iterative analysis and data collection process. Thematic analysis revealed a high degree of congruence between the perceptions of all staff groups with evidence of a generally well-articulated, but often rhetorical view of the organisational and professional factors involved in how these changes were experienced. This rhetoric was used by individuals as a way of containing both the good and bad elements of their experience. This paper discusses how these defense mechanisms need to be recognised and understood by managers so that a more supportive organisational culture is developed.
PP - Scotland
PY - 2007
SN - 0260-6917; 0260-6917
SP - 947
EP - 954
EP - 
T1 - Learning to listen to the organisational rhetoric of primary health and social care integration
T2 - Nurse education today
TI - Learning to listen to the organisational rhetoric of primary health and social care integration
U1 - Education & Workforce
U2 - 17391812
U3 - 10.1016/j.nedt.2007.02.005
VL - 27
VO - 0260-6917; 0260-6917
Y1 - 2007
ER -