As we have learned during this module, it’s important that the right people are either a core part of a patient flow improvement project or are consulted and engaged at appropriate times. Brian James is the chief executive of Rotherham General Hospital. He is very concerned about waiting times for both elective orthopaedic surgery and outpatient appointments in the child health clinic. He needs to put in place a plan that will significantly reduce the waiting lists for both services._x000D_
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Use the link below to watch the video case study carefully and then answer the following questions:_x000D_
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Who are the stakeholders in each of the two patient flow improvement projects that need to take place at Rotherham General Hospital – ie, the people who can affect, or who will be affected by, each project?_x000D_
Looking at these stakeholders more closely – who might be the ‘champions’, the ‘friends’, the ‘grumblers’ and the ‘obstacles’ for each project?_x000D_
For each project, what will be needed from its stakeholders in order for the project to succeed and what will the stakeholders expect from the project in order to support it?_x000D_
Which of the strategies that you’ve studied during this module – such as Roger’s diffusion of innovation theory and Kotter’s eight-step process for leading change – could be used to help the Rotherham projects achieve success?_x000D_
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