• Head of Programme Management, Shared Purpose Health Foundation Programme and Post-doctoral Researcher/Honorary Lecturer at Imperial College London
  • PhD thesis was on organisational resilience in UK acute hospitals
  • Fellowship project will involve assessing large-scale system change as a mechanism to achieve patient safety
  • 2014 Improvement Science fellow

Eleanor Murray studied management of health services and organisational behaviour, and has held a variety of NHS management and research positions, including Head of Clinical Governance and Associate Director of HR – Organisational Development at Hammersmith Hospitals NHS Trust (now part of Imperial College Healthcare NHS Trust), Director of Human Resources and Organisational Development at Royal Surrey County Hospital NHS Trust, and Public Health Researcher at Imperial.

Since 2008 she has also been Managing Director of Co-Design Consulting Ltd which co-designs and delivers NHS reorganisation and improvement projects. Since 2004 Eleanor has been an Honorary Lecturer in organisational behaviour, infectious diseases and immunity at Imperial College London.

Her PhD training was around improving the understanding and development of organisational resilience in the UK acute hospital setting.

Since 2012 she has led the Health Foundation Shared Purpose programme at Imperial: ‘The research aim is to understand relationships between workforce predictors and clinical outcomes. The improvement aim is a tested toolkit for staff derived from the research, to ensure that clinical teams have at their disposal evidence-based early warning/predictive indicators that highlight trends and risk areas.’

Eleanor's project

For the Improvement Science fellowship, Eleanor will be taking on a project around assessing large-scale system change as a mechanism to achieve patient safety:

‘My research will analyse improvement through large-scale systems change: how improvement approaches compare across systems; how they translate into cross-sector initiatives; how stakeholders interpret the effectiveness of the change; and how large-scale change initiatives either help or hinder improvement in patient safety.’