We paid particular attention to unintended consequences as they revealed the strength of mutual dependencies between the social and technical elements that hold this new way of working together [64] and, provided an opportunity to investigate their role in shaping the outcomes of this organisational change [65]. In this case, it helped us to understand how space, time and information technology can be manipulated and mobilised. From there, we described a process by which they shape and are shaped, locally, as the new arrangements struggle to reach a consensus around the wait target

and the ED consolidates itself as a Inhibitors,research,lifescience,medical ‘modern’ emergency department. Reducing maximum waiting times in ED has been the focus for this policy, as they are known to be important to patients, and are easily measurable, understandable (unlike, for see more instance, quality and safety) and easier to achieve (unlike average waiting times) [66]. On the other hand, the ED has traditionally

been a resource-poor and comparatively neglected area of the hospital, despite its high public Inhibitors,research,lifescience,medical profile. This is partly Inhibitors,research,lifescience,medical due to the low status of ED work within the wider medical profession [67], and a perception that, despite the major emergencies, much of the ED’s work consists of minor injuries and illnesses. The target meant that the ED, often for the first time, became the focus of managerial attention and resources [68]. The system of performance management in the NHS meant that hospital Chief Executives and Boards Inhibitors,research,lifescience,medical were directly accountable

for the performance of the ED against the target, and therefore took a much closer interest in the ED than had been the case hitherto. There was a concomitant expansion Inhibitors,research,lifescience,medical in the resources available to EDs. For instance, though the redesign had happened prior to the introduction of the 4 hour wait target in 2005, its announcement in 2000 and the subsequent work of emergency departments on fast track care made the reconfiguration of space a necessity. Likewise, the introduction of the IS system, and the streaming processes were all originally introduced in order to meet the target, but collectively led to a revolution in working in the ED. In particular, the redesign Carnitine palmitoyltransferase II of the built environment, towards compartmentalisation, signifies an important paradigm shift on the way healthcare organisations understand the practical value of space in the mediation of work. They acknowledged, perhaps for the first time, that spaces are not just neutral containers of social action. Therefore, if the aim is to implement a certain model of healthcare delivery, the configuration of the physical environment becomes a precondition, as “function follows form”. Likewise, time is not fixed and absolute. It too exerts meaning and it is embedded in local contexts and processes, structuring actions, events and behaviours.