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Updated: Jun 7, 2026

Setting Up a Stroke Team Algorithm and Conducting Simulation-based Training in the Emergency Department - A Practical Guide

Setting Up a Stroke Team Algorithm and Conducting Simulation-based Training in the Emergency Department - A Practical Guide

Published on: January 15, 2017

Don't stop the clock: manipulating hospital waiting lists.

David A Buchanan¹, John Storey

¹Cranfield University School of Management, Cranfield, UK. David.Buchanan@Cranfield.ac.uk

Journal of Health Organization and Management

|November 2, 2010

Summary

Falsification of hospital waiting lists led to investigations and recommendations for change, but similar incidents recurred, highlighting systemic issues in healthcare management and governance.

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Last Updated: Jun 7, 2026

Setting Up a Stroke Team Algorithm and Conducting Simulation-based Training in the Emergency Department - A Practical Guide

Setting Up a Stroke Team Algorithm and Conducting Simulation-based Training in the Emergency Department - A Practical Guide

Published on: January 15, 2017

Area of Science:

Healthcare Management
Organizational Behavior
Medical Ethics

Background:

Healthcare systems face complex challenges in managing patient flow and resource allocation.
Maintaining transparency and accountability in hospital operations is crucial for public trust.

Purpose of the Study:

To examine the management implications of falsified hospital patient waiting lists for elective orthopaedic surgery.
To analyze the causes and consequences of such misconduct within a healthcare setting.

Main Methods:

Qualitative case study utilizing semi-structured interviews with 20 senior hospital staff.
Analysis of hospital website data and internal documentation.
Construction of an event narrative to explore underlying factors.

Main Results:

Misconduct was attributed to multiple individuals and organizational factors.
Investigations recommended significant changes in training, policies, governance, and culture.
Despite interventions, a similar incident occurred a year later, indicating persistent issues.

Conclusions:

Post-event investigations have inherent limitations in addressing systemic problems.
Effective target realization requires managerial focus on transparency, responsiveness, and honesty.
Healthcare organizations must prioritize accountability in meeting targets and addressing concerns promptly.