and creativity in healthcare
|•||the demographic shift (ageing population accompanied by rising incidence of chronic disease)|
|•||the pace of technological innovation|
|•||changing user and consumer expectations|
These factors are woven throughout the chapters of the book, emerging at different points when authors assess the current state of play for their particular area of healthcare management. In this final chapter, we examine the specific nature of the challenge facing healthcare managers as they seek to deal with the inherent complexity and change within health systems, and we describe the creativity that is thus called for in order for healthcare management to be truly effective. As academics who both started their professional life as healthcare managers and who spend a lot of time involved in the development of the current and future generation of managers, we felt we had to conclude the book by setting out what this analysis of healthcare management actually means for the task of being a healthcare manager today. Hence we make no apology for the conclusions resting on a form of 'job specification' for a healthcare manager – a manager who needs to be highly creative when managing change within a highly complex environment.