The Care Quality Commission (CQC) continues to be featured in the press because of its failures to identify serious breaches in care provision in hospitals and care homes. The British Medical Association says it has no confidence in the CQC and Dr. Mark Corcoran wonders if the CQC has really changed and whether or not it should continue to exist (http://www.independent.co.uk/life-style/health-and-families/health-news/doctors-slam-health-regulator-as-not-fit-for-purpose-8676999.html). The CQC has brought in new management, yet questions remain about their ability to change.
While it is all too easy to blame the culture, from a Knowledge Management perspective it appears that the CQC’s inspectors are from non-medical backgrounds and are being asked to assess the efficacy of hospital operations that have little or no knowledge about.
I doubt many people would get on a flight if they knew the people who serviced the engines were not fully trained engineers. Quite frankly, if an airline tried to convince me that they used really clever brain surgeons to service the engines… I still would not get on the flight. One obvious explanation for CQC’s failure is that its people didn’t have the right knowledge. A more worrying concern is that people at all levels of the organisation were ‘OK’ with sending out inspectors that lacked the necessary knowledge to make judgements about care provision, and were ‘OK’ with accepting reports from these inspectors.
Going forward, the new CQC will need to ensure that it changes entrenched behaviours and practices associated with accepting and publishing reports that are not fit-for-purpose.
Professor Ashley Braganza is Professor of Organisational Transformation and Director of Executive Development and Alumni at Brunel Business School and a lecturer on the Brunel MBA programme. He has a PhD in Organisational Change and Information Systems from Cranfield University and an MBA from University of Strathclyde. His research and consultancy interests encompass change management, strategy implementation, process and knowledge management and transformation enabled information systems. He has published over 100 papers in prestigious academic and practitioner journals and 3 books. He is the Director of nexus – The Knowledge Exchange. He is the Founder and Chair of the British Academy of Management Special Interest Group in Transformation, Change and Development. He has carried out over 50 consultancy assignments with large global organisations. He is a member of the Information Systems Evaluation and Integration (ISEing) research group in Brunel Business School.