Managerial dichotomies in the NHS: Considering the dangers, reducing the risks

Abstract

This paper seeks to outline the dangers that the adoption of managerial dichotomies can pose to health service managers and provide advice and guidance on how these managers can more intelligently improve their practice. Combining findings from the established management literature with practical examples, this paper provides a review of the implications of the unconsidered application of new managerial trends and presents a summary of the behaviours, knowledge and skills that can be utilised to mitigate these dangers. Based on the principles of evidence-based management, this review provides managers with a framework that will not only guide their adoption of new managerial approaches in a considered and informed manner but also help them to protect themselves and their organisations from burnout, duplication, waste and change fatigue.