References
- Adams (2011) ‘Learning new skills is easier said than done’, Available at: http://www.gordontraining.com/free-workplace-articles/learning-a-new-skill-is-easier-said-than-done/ [Accessed: 24 March 2016].
- Appiah, K. (2006) Cosmopolitanism. Ethics in a World of Strangers, Allen Lane, London.
- Akin, G. & Palmer, I. (2000) ‘Putting metaphors to work for change in organisations’, Organizational Dynamics, vol. 28, no. 3, pp. 67–79.10.1016/S0090-2616(00)88450-8
- Archer, M. (2003) Structure, Agency and the Internal Conversation, Cambridge University Press, Cambridge.10.1017/CBO9781139087315
- Argyris, A. (2000) Flawed Advice and the Management Trap, Oxford University Press, Oxford.10.1093/acprof:oso/9780195132861.001.0001
- Argyris, C. (1991) ‘Teaching smart people to learn’, Harvard Business Review, vol. 69, no. 3, pp. 99–109.
- Argyris, C. (1977) ‘Double loop learning’, Harvard Business Review, vol. 55, no. 5, pp. 115–125.
- Bardon, A. (2013) A Brief History of the Philosophy of Time, Oxford University Press, Oxford.10.1093/acprof:oso/9780199976454.001.0001
- Blackler, F. & Kennedy, A. (2004) ‘The design and evaluation of a leadership programme for experienced chief executives from the public sector’, Management Learning., vol. 35, no. 2, pp. 181–203.10.1177/1350507604043024
- Boxer, P. J. (2015) ‘Working forensically with toxic thinking: what doesn’t kill you makes you stronger’, 32nd Annual Meeting of the International Society for the Psychoanalytic Study of Organizations, Rome, Italy.
- Boxer, P. J. (2015) ‘Betraying the citizen: social defences against innovation’, Organisational and Social Dynamic, vol. 15, no. 1, pp. 1–19.
- Boxer, P. & Palmer, B. (1994) ‘Meeting the challenge of the case’, in What makes Consulting Work – Understanding the Dynamics, eds Casemore et al., South Bank University Press, London.
- Braithwaite, J. (2004) ‘An empirically-based model for clinician-manager’s behavioural routines’, Journal of Health Organisation Management, vol. 18, no. 4, pp. 240–261.10.1108/14777260410554269
- Brock, R. (2015) ‘Intuition and insight: to concepts that illuminate the tacit in science education’, Studies in Science Education., vol. 51, no. 2, pp. 127–167.10.1080/03057267.2015.1049843
- Caygill, H. (2013) On Resistance. A Philosophy of Defiance, Bloomsbury, London.
- Cecchin, G. (1987) ‘Hypothesising, circularity, and neutrality revisited: an invitation to curiosity’, Family Process, vol. 26, no. 4, pp. 405–413.10.1111/famp.1987.26.issue-4
- Edwards, B. (1999) Inside the Whale: Deep Insider Research: Proceedings of the November 1999 AARE Conference, Melbourne, Australia.
- Elam, G. & Fenton, K. (2003) ‘Researching sensitive issues and ethnicity: lessons learnt form sexual health’, Ethnicity and Health, vol. 8, no. 1, pp. 15–27.10.1080/13557850303557
- Francis, R. (chair) (2013) Report of the Mid Staffordshire NHS Foundation Trust Public Inquiry, The Stationery Office, London.
- Heron, J. (2001) Helping the Client, Sage, London.
- Heron, J. (1999) The Complete Facilitator Handbook, Kogan Page, London.
- Ginsborg, P. (2005) The Politics of Everyday Life, Yale University Press, London.
- Goodwin, N., Sonola, L., Thiel, V. & Kodner, D. (2013) Co-ordinated Care for People with Complex Chronic Conditions, The King’s Fund, London.
- Goodley, D., Lawthom, R., Clough, P. & Moore, M. (2004) Researching Life Stories, Routledge Falmer, London.10.4324/9780203413371
- Hogan, H., Healey, F., Neale, G., Thomson, R., Vincent, C. & Black, N. (2012) ‘Preventable deaths due to problems in care in English acute hospitals: a retrospective case record review study’, BMJ Quality & Safety, vol. 21, pp. 737–745.
- Illingworth, J. (2015) Continuous Improvement of Patient’s Safety. The Case for Change in the NHS, The Health Foundation, London.
- Khane, A. (2004) Solving Tough Problems, Berrett-Koehler, San Francisco, CA.
- Klein, L. (2005) Working across the Gap. The Practice of Social Science in Organisations, Karnac, London.
- Kraemer, S. (2010) ‘The dangers of this atmosphere. A Quaker connection in the Tavistock Clinic’s development’, History of the Human Sciences, vol. 24, no. 2, pp. 82–102.
- Leary, D. E. (1990) ‘Psyche’s muse: the role of metaphor in the history of psychology’, in Metaphors in the History of Psychology, ed D. E. Leary, Cambridge University Press, Cambridge.
- Macfarlane, R. (2015) Landscapes, Hamish Hamilton, London.
- Machell, S., Gough, P., Naylor, D., Nath, V., Steward, K. & Williams, S. (2010) Putting Quality First in the Board Room. Improving the Business of Caring, Kings Fund, London.
- McCaughan, N. & Palmer, B. (1994) Systems Thinking for Harassed Managers, Karnac, London.
- Mezirow, J. (1997) ‘Perspective transformation’, Studies in Adult Education, vol. 9, no. 2, pp. 153–164. Available at: https://report.nrls.nhs.uk/nrlsreporting/National reporting and learning system [Accessed 30 March 2016].
- NHS Confederation. (2016) Key Statistics on the NHS. Available at: http://www.nhsconfed.org/resources/key-statistics-on-the-nhs [Accessed 24 March 2016].
- O’Brien, J. (1987) Embracing Ignorance, Error and Fallibility. Competencies for Leadership of Effective Services, Response Systems Associates, Georgia, GA.
- Pawson, R. (2013) The Science of Evaluation: A Realist Manifesto, Sage, London.10.4135/9781473913820
- Peschl, M. F. (2007) ‘Triple-loop learning as foundation for profound change, individual cultivation, and radical innovation: construction processes beyond scientific and rational knowledge’, Constructivist Foundations, vol. 2, no. 2–3, pp. 136–145.
- Reason, J. (2008) The human contribution, Ashgate, Farnham.
- Reed, M. (2005) ‘Reflections on the “Realist Turn” in organisation and management studies’, Journal of Management Studies, vol. 42, no. 8, pp. 1621–1644.10.1111/joms.2005.42.issue-8
- Sari, A. B. A., Sheldon, T. A., Cracknell, A. & Turnbull, A. (2007) ‘Sensitivity of routine system for reporting patient safety incidents in an NHS hospital: retrospective patient case note review’, BMJ, vol. 334, p. 79.10.1136/bmj.39031.507153.AE
- Schein, E. (2004) Organizational Culture and Leadership, 3rd ed., Jossey-Bass, San Francisco, CA.
- Schon, D. (1987) Educating the Reflective Practioner, Jossey-Bass, San Francisco, CA.
- Titcombe, J. (2015) Joshua’s Story. Uncovering the Morecambe Bay NHS Scandal, Anderson Wallace Publishing, Leeds.
- Trevithick, P. (2003) ‘Effective relationship-based practice: a theoretical exploration’, Journal of Social Work Practice, vol. 17, no. 2, pp. 163–176.10.1080/026505302000145699
- Tsoukas, H. (2000) ‘What is management? An outline of a metatheory’, in Realist Perspective on Management and Organisations, eds S. Ackroyd & S. Fleetwood, Routledge, London, pp. 3–25.
- Van Dyne, L., Ang, S. & Botero, C. (2003) ‘Conceptualising employee silence and employee voice as multidimensional constructs,’ Journal of Management Studies, vol. 40, no. 6, September, pp. 1359–1392.
- Vincent, C. & Amalberti, R. (2016) Safer Healthcare. Strategies for the Real World, The Health Foundation/Springer Open, London.10.1007/978-3-319-25559-0
- Vincent, C. (2010) Patient Safety, BMJ Books, Chichester.10.1002/9781444323856
- West, M., Eckert, R., Steward, K. & Pasmore, B. (2014) Developing Collective Leadership for Healthcare, The King’s Fund, London.
- Woodward, S. (2016) ‘A positive culture in the NHS’, Suzette Woodward Sign up to Safety Blog, 2nd March. Available at: http://suzettewoodward.org/2016/01/05/a-positive-culture-in-the-nhs/.
- Woodward, S. (2008) From Information to Action: Improving Implementation of Patient Safety Guidance in the NHS, DProf thesis, Middlesex University, London [Online]. Available at: http://eprints.mdx.ac.uk/6920/ [Accessed 8 January 2016].