Leading change within health servicesThe theory behind a systematic process for leading the implementation of new services within a network structure

Purpose - Much health service delivery occurs within a network structure, with co-operation and competition coexisting. Leading change for successful outcomes is a difficult task even outside of this multi-layered complex context, with reports that up to two-thirds of change processes are unsuccessfully implemented. This can have a major impact on stress, effectiveness and efficiency. This paper aims to address these issues. Design/methodology/approach - Theories supporting a generic implementation system for managers were explored so that people placed into situations in which they needed to lead and manage change could access a systematic approach that enabled clarification of the network's goal (s), valid communication among members of the network, and performance measurement using indicators the network agrees are meaningful. Findings - The implementation pathway developed provides a change process leaders and managers of change can use within networks. Practical implications - Health service funders and managers will be helped by this systematic implementation process. Originality/value - Health service funders and managers will be assisted by the systematic implementation process.