Meetings & Conferences

The Society had anticipated change in the past, Miss Lewis said, as evidenced by the Pharmacy in a New Age process, which had begun six years ago. This process had, moreover, moved forward with the help of local co-ordinators, who had later evolved in their role to help establish pharmacy development groups (PDGs) in various localities.

More change was on the way in the form of the National Health Service Reform and Health Care Professionals Bill (PJ, November 17, p701), which would, among other things, establish a new Council for the Regulation of Health Professionals, as well as replace community health councils.

The Bill would effect structural change in the NHS, and pharmacy needed its own strategic framework to carry through the challenges of both current and future change. To this end the Society's President (Marshall Davies) was due to meet with the Minister later in December for further discussion on this issue.

However, pharmacy development groups had an enormous potential to lead the change process at local level by helping pharmacists to manage change in their own practice and in their organisations. PDGs could also provide strategic direction by working with the new health authorities and primary care trusts.

The challenge of modernisation

One of the most recent and far reaching changes affecting pharmacy is the NHS plan and "Pharmacy in the future". In a review of these documents, BETH TAYLOR (member of the NHS Modernisation Board) said that "Pharmacy in the future" had given the profession a head start, providing pharmacists with an enormous opportunity to move forward and do many of the things they had always wanted to do.

A recent survey had shown that most pharmacists supported Pharmacy in the Future, but there were many challenges, particular in relation to issues of workforce, recruitment and leadership. Of crucial importance was the need to pick up all the medicines issues in the NHS plan, and pharmacists had to demonstrate that they could participate effectively in clinical networks and thrive in primary care trusts. For community pharmacists there was a need to embrace a collaborative rather than a competitive approach and to take their place inside the NHS family.

Essentially, the next few years were "make or break time", Mrs Taylor said. The profession would never have a better opportunity to reshape pharmacy services.

Leading change

A session on leading and managing change was led by DAVID HUGHES (senior trainer, Hemsley Fraser Training Group). Using a mixture of didactic presentation and small group discussion, he aimed to help participants learn and put into practice the basic principles of leadership and change management.

Covering some of the body of knowledge, theory and practice that could be applied to increase the likelihood of achieving favourable outcomes when organisational change took place, Mr Hughes highlighted good leadership and teamwork as key features in facilitating sustainable change.

To illustrate the importance of teamwork, participants were asked to work in syndicates to complete a 12-item multiple choice questionnaire about appropriate action to be taken during various crises occurring on a "wilderness expedition". They were asked to identify their answers individually and then work together to reach a consensus view. The consensus approach achieved more "correct" answers than those achieved by individuals.

The challenge of change, Mr Hughes continued, was to be aware of what was happening and what was about to happen — in other words, to "read the tea leaves". One could then to take action to ensure that one would be well placed to play an influential role for the successful implementation of change. This involved identifying and satisfying staff's personal needs as soon as possible and encouraging those involved to participate in the process of change.

Change often failed because of failure to recognise the human dimension. Clear communication and avoidance of manipulation were also important. But, above all, the challenge of change meant being proactive rather than passive. Being passive meant running the risk of being "run over by the tanks" and overtaken by events.