’Anyone who has an interest or need to know more about integrated care, organisational management and leadership would find this book useful.’
Title: Managing and Leading in Inter-Agency Settings (2nd edition)
Authors: Edward Peck, Helen Dickinson and Gemma Carey
Publisher: Policy Press
Reviewer: Lynne Partington, Project Coordinator and Specialist Advisor, The End of Life Partnership, Cheshire
What was it like?
As one of five books in a series providing an introduction to partnership working in health and social care, this second edition book explores the specific relationship of management and leadership within effective integrated working. This is often a little covered subject in the literature around integrated working so is a welcome addition to the current body of knowledge.
All of the books in the series aim to offer short evidenced based guides and this book definitely meets the brief with a well-referenced and well written book.
What were the highlights?
The book begins with a clear preface that sets the scene and starts by encouraging the reader to consider the issues that are relevant to the topic, such as recent trends in policy and practice. It makes for concise reading. It is short (with a little over 100 pages), but covers a lot of ground making good use of many tables, figures and “boxes” with summaries, strategies, case studies etc. included although a few of the figures were quite small and a little blurred.
The summary at the end of the book identifies a number of recommendations and potential warnings for policy and practice presented in a systematic fashion.
Strengths and weaknesses?
A particular strength of this book is the link to current practice and the text provides many examples. It does offer international perspectives, but has also drawn many cases from UK sources to make it relevant to a UK based reader, for example, there are references to the Francis Report that involved Mid Staffordshire NHS Trust. The link from theory to practice also continues with the provision of a number of reflective exercises at the end of each section.
Usefully, there is section that discusses the role and impact of culture within integrated work and comes up with a great many ideas, tools and approaches to assess the impact of culture and identifies ways in which culture may be influenced in a positive and balanced way.
The succinctness of the book means that additional reading will be required for those wanting to develop their knowledge in more depth, but there are lists provided for further reading and resources.
Who should read it?
This book would appeal to many different readers. Anyone who has an interest or need to know more about integrated care, organisational management and leadership would find this book useful. Even for those who do not think that this is directly part of their role could increase their understanding of the challenges of integrated working, after all, the purpose of integrated working should concern us all?
managing and leading in inter agency settings