Dr Michael Fischer is Visiting Scholar at Saïd Business School and Senior Research Fellow in Organisational Behaviour and Leadership at the University of Melbourne. He was previously a senior research fellow (Oxford’s highest research grade) at Saïd Business School, and a research fellow at King’s College London. He holds a PhD in Organisational Behaviour from Imperial College Business School, Imperial College London.
He has had a twenty-five year clinical and managerial career, working as a Lead Consultant Psychotherapist and service director in the UK National Health Service. Trained as a psychoanalytic psychotherapist (Manchester University Hospitals) and group psychoanalyst (Institute of Group Analysis, London), he worked at leading teaching hospitals throughout the UK.
Michael’s research focuses on the leadership and organisation of world-leading, research intensive Academic Health Science Organisations, at the forefront of creating and mobilising cutting-edge healthcare research, education and clinical care. His research investigates how relational dynamics within complex organisations such as these create the ‘microfoundations’ of major organisational change.
He specialises in longitudinal ethnographic and comparative case studies, focused on the intersection between leadership work, organisational culture and risk. As an early career researcher, his research publications were rated as ‘world leading’ in the University of Oxford’s 2014 Research Excellence Framework results. A seasoned business school educator and executive coach, Michael brings a distinctive perspective to his work in senior leadership development, integrating in-depth insights of leadership practice with in-depth organisational research.
He publishes in the internationally highest tier 'journals of distinction' including Accounting Organizations and Society, Organization Studies, and Social Science and Medicine. He was awarded a full time senior research fellowship at the University of Oxford (2012-15) where he was chief investigator for an innovative study commissioned by Saïd Business School into senior leadership development. He has secured £362,000 of competitive grants from the National Institute of Health Research (NIHR) and he has a strong track record as an associate investigator on a further £560,000 of NIHR research projects and the Economic and Social Research Council.
In his recent advisory roles, he has worked with the UK Department of Health, the Professional Standards Authority, the Commission for Healthcare Audit & Inspection, New Zealand Ministry of Health, the UK Council for Psychotherapy, the British Psychoanalytic Council, The King’s Fund, and PA Consulting Group.
Areas of expertise
Michael is a highly active researcher with a strong track record in securing major research grants investigating professional service firms, think tanks, universities, and healthcare organisations. He researches and publishes on four complementary areas:
• The organisation and leadership of highly professionalised research-intensive settings, especially Academic Health Science Organisations• Mobilising research-based knowledge in healthcare organisations• Professional practice risk & regulation• Executive leadership and its development
Examples of his recent publications include:
Fischer. M. D. and Ferlie, E. (2013). Resisting hybridisation between modes of clinical risk management: Contradiction, contest, and the production of intractable conflict. Accounting, Organizations and Society, 38(1): 30-49.
Fischer, M. D. (2012) Organizational Turbulence, Trouble and Trauma: Theorizing the Collapse of a Mental Health Setting. Organization Studies, 33(9): 1153-1173.McGivern, G. & Fischer M. D. (2012) Reactivity and reactions to regulatory transparency in medicine, psychotherapy and counselling. Social Science and Medicine, 74(3): 289-296Fischer, M.D. Ferlie, E. French, C. Fulop, N. & Wolfe, C. (2013) The Creation and Survival of an Academic Health Science Organization: Counter-Colonization Through A New Organizational Form? Saïd Business School Working Paper Series, WP 2013-26, University of Oxford, September 2013.Dopson, S. Bennett, C. Fitzgerald, L. Ferlie, E. Fischer, M. D. Ledger, J. McCulloch, J. & McGivern, G. (2013) Health care managers' access and use of management research. Final Report National Institute of Health Research, Service Delivery & Organisation Programme. Project 08/1808/242.Nasir, L. Robert, G. Fischer, M. D. Norman, I. Murrells, T. Schofield, P. (2013) Facilitating knowledge exchange between health-care sectors, organisations and professions: A longitudinal mixed-methods study of boundary-spanning processes and their impact on health-care quality. National Institute of Health Research 09/2001/25. Published in NIHR Health Services and Delivery Research, volume 1, issue 7.
Michael’s career in organisational development and clinical leadership, combined with his academic research expertise, has a track record of impact on government and regulatory bodies in the UK health sector.
In his recent advisory roles, he has worked with The King’s Fund, PA Consulting Group, the Department of Health, the Professional Standards Authority, the Commission for Healthcare Audit & Inspection, New Zealand Ministry of Health, the UK Council for Psychotherapy, the British Psychoanalytic Council, and the Psychotherapy & Counselling Federation of Australia.
• Fellow, Royal Society of Medicine• Fellow, Royal Anthropological Institute• Fellow, Royal Society for the Encouragement of Arts, Manufactures and Commerce• Fellow, Higher Education Academy• Member, Institute of Group Analysis• Member, Council for Psychoanalysis & Jungian Analysis• Member (Executive Coach), Association for Coaching
Michael’s 25-year career in clinical practice and healthcare management and his extensive research in organisational leadership make him a highly effective educator, executive coach, and group facilitator. His teaching focuses on senior leadership and the microfoundations of organisational behaviour, integrating his expertise as a business school social scientist and group psychoanalyst. He directs and teaches postgraduate, doctoral and executive programmes, drawing on his extensive research on the design and impact of effective leadership development.
Saïd Business School
University of Oxford
Park End Street