References
- Attwood , M. , Pedler , M. , Pritchard , S. and Wilkinson , D. 2003 . Leading change: A guide to whole systems working , Bristol : The Policy Press .
- Barber , M. 2007 . Instruction to deliver: Fighting to transform Britain's public services , London : Methuen .
- Burrell , G. and Morgan , G. 1979 . Sociological paradigms and organisational analysis: Elements of the sociology of corporate life , London : Heinemann .
- Edmonstone , J. 2008 . Action learning as a developmental practice for clinical leadership . International Journal of Clinical Leadership , 16 ( 2 ) : 59 – 64 .
- Edmonstone , J. 2009a . Evaluating clinical leadership: A case study . Leadership In Health Services , 22 ( 3 ) : 210 – 24 .
- Edmonstone , J. 2009b . Clinical leadership: The elephant in the room . International Journal of Health Planning and Management , 24 ( 4 ) : 290 – 305 .
- Edmonstone , J. and Flanagan , H. 2007 . A flexible friend: Action learning in the context of a multi-agency organisation development programme . Action Learning: Research and Practice , 4 ( 2 ) : 199 – 209 .
- Edmonstone , J. and Mackenzie , H. 2005 . Practice development and action learning . Practice Development In Healthcare , 4 : 24 – 32 .
- Edmonstone , J. and Western , J. 2002 . Leadership in healthcare: What do we know? . Journal of Management in Medicine , 16 ( 1 ) : 34 – 47 .
- Hardacre , J. 2005 . “ How does the NHS interpret and use OD? ” . University of Birmingham . MSc thesis
- Lacey , M. 1995 . Internal consulting: Perspectives on the process of planned change . Journal of Organisational Change Management , 8 ( 3 ) : 75 – 84 .
- Oliver , J. 2008 . Reflections on a failed action learning intervention . Action Learning: Research and Practice , 5 ( 1 ) : 79 – 83 .
- Pedler , M. 2008 . Action learning for managers , 2 , Aldershot, Hants : Gower .
- Pedler , M. and Aspinwall , K. 1996 . Perfect plc? The purpose and practice of organisational learning , Maidenhead : McGraw-Hill .
- Perkins , D. 1995 . Speaking truth to power: Empowerment ideology as social intervention and policy . American Journal of Community Psychology , 23 ( 5 )
- Revans , R. 1972 . Hospitals: Communication, choice and change – the hospital internal communications project seen from within , Edited by: Revans , R. London : Tavistock .
- Revans , R. 1964 . Standards for morale: Cause and effect in hospitals , London : Oxford University Press for the Nuffield Provincial Hospitals Trust .
- Scowcroft , A. 2005 . “ The problem with dissecting a frog (is that when you are finished it doesn't really look like a frog anymore) ” . In Clinical leadership: A book of readings , Edited by: Edmonstone , J. Chichester : Kingsham Press .
- Spurgeon , P. 1999 . “ OD: From a reactive to a proactive process ” . In Organisation behaviour in health care: The research agenda , Edited by: Mark , A. and Dopson , M. London : Macmillan .
- Vince , R. 2004 . Action learning and organisational learning: Power, politics and emotion in organisations . Action Learning: Research and Practice , 1 ( 1 ) : 63 – 78 .
- Vince , R. 2008 . ‘Learning-in-action’ and ‘learning inaction’: Advancing the theory and practice of critical action learning . Action Learning: Research and Practice , 5 ( 2 ) : 93 – 104 .
- Walshe , K. , Harvey , G. , Skelcher , C. and Jas , P. 2009 . Could do better? Knowledge, learning and performance improvement in public services , Manchester : Manchester Business School/University of Birmingham for ESRC Public Service Programme .
- Weiland , G. 1981 . Improving healthcare management , Ann Arbor, MI : Health Administration Press .
- Weiland , G. and Leigh , H. 1971 . Changing hospitals , Edited by: Weiland , G. and Leigh , H. London : Tavistock .
- Worley , C. and Feyerherm , A. 2003 . Reflections on the process of planned change . Journal of Applied Behavioural Science , 39 ( 1 ) : 97 – 115 .