Neil Small is Professor Emeritus of Health Research at the University of Bradford, UK and is a Fellow of the Academy of Social Sciences.

• ContentsAcknowledgmentsPrefaceChapter OneIntroductionThe presenting problemMore detail about the argument to be made (and some underlying assumptions.)Plan of the Book.Chapter Two: Mid Staffordshire, the Francis Report and its aftermath Introduction.The picture emerges.The Francis Reports.What had caused the "scandalous decline in standards"?A profusion of reports – broadening the scope of concerns beyond Stafford and considering how things might change.Culture change.Governance – the role of individuals and of external scrutinyThe response.The state of the NHS at the time of the Francis ReportConclusions.Chapter Three: The fall of the Liverpool Care Pathway and the challenges of end-of-life care.IntroductionCriticisms of the Liverpool Care Pathway.What problems were there in end-of-life care?The governance of end-of-life care.Protocols, guidelines and guidance.Cultures of care and the challenge of change.Progress made in implementing change in the short termConclusions Chapter Four: Are problems new and are they widespread? IntroductionIs history repeating itself? Inquiries are a form of palimpsest.Learning disability.Widespread problems and resistance to change.Care of older people outside the NHSCare of vulnerable children.Continued failings in the care of children.Private sector provision in childcare.Trust, the social contract and sexual abuseConclusions. Chapter Five: How the NHS and social care change and why they often don’t. IntroductionHow failures come to wider attentionRoutes to prevent and rectify failures from established structures and procedures: anticipatory governance.Changing culture(s)It’s the money.Conclusions.Chapter Six: Conclusions. Considering change in the NHSWhy is it difficult to ensure effective governance and to change culture? CultureSummaryAfterword: "good" care in (sometimes) "bad" institutions.References

Neil Small is Professor Emeritus of Health Research at the University of Bradford, UK and is a Fellow of the Academy of Social Sciences.

• ContentsAcknowledgmentsPrefaceChapter OneIntroductionThe presenting problemMore detail about the argument to be made (and some underlying assumptions.)Plan of the Book.Chapter Two: Mid Staffordshire, the Francis Report and its aftermath Introduction.The picture emerges.The Francis Reports.What had caused the "scandalous decline in standards"?A profusion of reports – broadening the scope of concerns beyond Stafford and considering how things might change.Culture change.Governance – the role of individuals and of external scrutinyThe response.The state of the NHS at the time of the Francis ReportConclusions.Chapter Three: The fall of the Liverpool Care Pathway and the challenges of end-of-life care.IntroductionCriticisms of the Liverpool Care Pathway.What problems were there in end-of-life care?The governance of end-of-life care.Protocols, guidelines and guidance.Cultures of care and the challenge of change.Progress made in implementing change in the short termConclusions Chapter Four: Are problems new and are they widespread? IntroductionIs history repeating itself? Inquiries are a form of palimpsest.Learning disability.Widespread problems and resistance to change.Care of older people outside the NHSCare of vulnerable children.Continued failings in the care of children.Private sector provision in childcare.Trust, the social contract and sexual abuseConclusions. Chapter Five: How the NHS and social care change and why they often don’t. IntroductionHow failures come to wider attentionRoutes to prevent and rectify failures from established structures and procedures: anticipatory governance.Changing culture(s)It’s the money.Conclusions.Chapter Six: Conclusions. Considering change in the NHSWhy is it difficult to ensure effective governance and to change culture? CultureSummaryAfterword: "good" care in (sometimes) "bad" institutions.References

Neil Small is Professor Emeritus of Health Research at the University of Bradford, UK and is a Fellow of the Academy of Social Sciences.

• ContentsAcknowledgmentsPrefaceChapter OneIntroductionThe presenting problemMore detail about the argument to be made (and some underlying assumptions.)Plan of the Book.Chapter Two: Mid Staffordshire, the Francis Report and its aftermath Introduction.The picture emerges.The Francis Reports.What had caused the "scandalous decline in standards"?A profusion of reports – broadening the scope of concerns beyond Stafford and considering how things might change.Culture change.Governance – the role of individuals and of external scrutinyThe response.The state of the NHS at the time of the Francis ReportConclusions.Chapter Three: The fall of the Liverpool Care Pathway and the challenges of end-of-life care.IntroductionCriticisms of the Liverpool Care Pathway.What problems were there in end-of-life care?The governance of end-of-life care.Protocols, guidelines and guidance.Cultures of care and the challenge of change.Progress made in implementing change in the short termConclusions Chapter Four: Are problems new and are they widespread? IntroductionIs history repeating itself? Inquiries are a form of palimpsest.Learning disability.Widespread problems and resistance to change.Care of older people outside the NHSCare of vulnerable children.Continued failings in the care of children.Private sector provision in childcare.Trust, the social contract and sexual abuseConclusions. Chapter Five: How the NHS and social care change and why they often don’t. IntroductionHow failures come to wider attentionRoutes to prevent and rectify failures from established structures and procedures: anticipatory governance.Changing culture(s)It’s the money.Conclusions.Chapter Six: Conclusions. Considering change in the NHSWhy is it difficult to ensure effective governance and to change culture? CultureSummaryAfterword: "good" care in (sometimes) "bad" institutions.References