The NHS is coming - man the barricades

The Challenge of implementation

Implementing clinical governance requires the transformation of culture, of ways of working, of attitudes and of systems in local NHS organisations. It must become a way of working and a way of thinking.

The above paragraph is gibberish to me and I bet others as well. There's a level of meaning here sufficient for social chit chat. We all want 'high standards' but on the shop floor what in the hell does it mean? What evidence is there for all the changes and interventions that go on and will go on? Answer probably none.

The idea of transforming (changing) attitudes of an organisation is absurd - it's an insane thought. It's giving an abstraction qualities it can not have. Abstractions don't think and feel. They don't have attitudes. They can't have - living things like animals and humans do. Changing the attitudes of an individual human being - just one - isn't easy.

Have you tried transforming any of your attitudes recently? How did you get on? How about changing or transforming the attitudes of a loved one? What about people outside your circle of influence. What about changing the attitudes of folk where you work?

This idea of change is so glib and lacking in understanding. It's total tosh.

But do you get the smell of hidden agendas here?

You bet your sweet life. These are the weezle words of a tyrant in waiting, of a person who wants to make the world a better place by making others dance to her tune. She needs her WR and Kahn doing.

Orwell said "When there is a gap between one’s real and one’s declared aims, one turns as it were instinctively to long words and exhausted idioms, like a cuttlefish spurting out ink."

There are two ways to generate change - inspiration and imposition. The change that results from imposition isn't real change, it's a mirage. It's regimentation and obedience. It's got no substance.