Intended for healthcare professionals

  1. Complexity, leadership...
  2. Complexity, leadership, and management in healthcare organisations
Education And Debate Complexity science

Complexity, leadership, and management in healthcare organisations

BMJ 2001; 323 doi: https://doi.org/10.1136/bmj.323.7315.746 (Published 29 September 2001) Cite this as: BMJ 2001;323:746

Related articles

See more

Cited by...

  • Exploring employee green behaviour in hospital settings: a scoping review protocol
  • Systems leadership: a fad or food for the survival of our NHS?
  • "Implementing a policy is something else": Governance of complex health information systems in Tanzania
  • Perioperative hypothermia prevention: development of simple principles and practice recommendations using a multidisciplinary consensus-based approach
  • CPR today, CMO tomorrow: how doctors of today can use their skill set to become the leaders of tomorrow
  • Performance management in complex adaptive systems: a conceptual framework for health systems
  • Use of complexity theory in health and social care: a scoping review protocol
  • How medical dominance and interprofessional conflicts undermine patient-centred care in hospitals: historical analysis and multiple embedded case study in Morocco
  • Changing relationships: how does patient involvement transform professional identity? An ethnographic study
  • Delivering screening programmes in primary care: protocol for a scoping and systematic mixed studies review
  • Influence of clinical context on interpretation and use of an advance care planning policy: a qualitative study
  • The effect of leadership on public service motivation: a multiple embedded case study in Morocco
  • Unravelling the role of leadership in motivation of health workers in a Moroccan public hospital: a realist evaluation
  • Saving 20 000 Days and Beyond: a realist evaluation of two quality improvement campaigns to manage hospital demand in a New Zealand District Health Board
  • Advancing research on emergency care systems in low-income and middle-income countries: ensuring high-quality care delivery systems
  • The influence of complexity: a bibliometric analysis of complexity science in healthcare
  • From pilot project to system solution: innovation, spread and scale for health system leaders
  • Team interaction challenges for medical leadership
  • Meeting todays healthcare leadership challenges: is compassionate, caring and inclusive leadership the answer?
  • Complexity made simple
  • Approaching quality improvement at scale: a learning health system approach in Kenya
  • Improving wait time from referral to opiate replacement therapy in a drug recovery service
  • Personalised pulmonary rehabilitation in COPD
  • Paediatric innovation in Pakistan: our experience and a call to action
  • What role does performance information play in securing improvement in healthcare? a conceptual framework for levers of change
  • The role of innovative global institutions in linking knowledge and action
  • Role of cognition in generating and mitigating clinical errors
  • Systematic review of the application of the plan-do-study-act method to improve quality in healthcare
  • Development of an instrument for the identification of frail older people as a target population for integrated care
  • When evidence and common sense collide: Resident hours and systems of care
  • Quand coincident la medecine factuelle et le bon sens: Heures de travail des residents et systemes de soins
  • Expanding the Frontiers of Population Nutrition Research: New Questions, New Methods, and New Approaches
  • A Method for Estimating Relative Complexity of Ambulatory Care
  • Learning and Caring in Communities of Practice: Using Relationships and Collective Learning to Improve Primary Care for Patients with Multimorbidity
  • Ways of Knowing, Learning, and Developing
  • What's the difference between a hospital and a bottling factory?
  • The Paradox of Primary Care
  • Improving the simple, complicated and complex realities of community-acquired pneumonia
  • New design rules for driving innovation in access to secondary care in the NHS
  • A simple guide to chaos and complexity
  • Using a Malcolm Baldrige framework to understand high-performing clinical microsystems
  • Understanding general practice: a conceptual framework developed from case studies in the UK NHS
  • Understanding the complexity of redesigning care around the clinical microsystem
  • Acute hospital care in inner London: splitting from mental health services in the community
  • Healthcare redesign: meaning, origins and application
  • Does chaos theory have major implications for philosophy of medicine?
  • Evaluation of quality improvement programmes
Back to top