Helen Bevan wrote this blog post for the BMJ and it appeared on their website on 29 July 2013
Anyone who chooses to be a change agent or improvement leader in healthcare doesn’t choose an easy life. There are so many forces opposing the changes we want to see; a system that rewards people for “keeping the trains running” rather than radical change, those with the power and/or a vested interest in keeping the status quo, colleagues and leaders who are sceptical, apathetic or scared of change.
Many times in my career in improvement, I have felt isolated, vulnerable and misunderstood. People have treated me like some kind of oddball when I have craved to be taken seriously and appreciated for my efforts as a leader of change. Yet big change only happens in healthcare organisations because of heretics and radicals; the courageous, passionate people who are willing to take responsibility for change, who support their organisation in its mission but also challenge the status quo.