In the NHS, as in private business, organizational evolution outperforms the ‘cult of change’: if only Andrew Lansley would let it.
British Politics and Policy at LSE
(03 Oct 2010)
New governments like new business executives, often reach for the lever labelled ‘radical restructuring’, in an effort to make an evident short-run attack on organizational problems. Starting from the ‘genetics’ of organizational change, as developed in a new book, Geoffrey M. Hodgson argues that in the NHS and schools as much as in private industry the evidence shows that serial, evolutionary transformations trump the ‘cult of change’.
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