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In the NHS, as in private business, organizational evolution outperforms the ‘cult of change’: if only Andrew Lansley would let it

By Geoffrey Hodgson

Abstract

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’

Topics: RA Public aspects of medicine
Publisher: Blog post from London School of Economics & Political Science
Year: 2010
OAI identifier: oai:eprints.lse.ac.uk:39735
Provided by: LSE Research Online

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Citations

  1. Coordinated action for innovation is needed to create the networks and ecosystems required to prevent a lost decade of stagnation in both private and public spheres
  2. How far is too far in public-private cooperation? doi
  3. (1988). Patterns of Firm Entry and Exit in U.S. Manufacturing Industries’, The RAND doi
  4. (2010). See http://www.bmj.com/content/341/bmj.c3843.full To learn more about these ideas, see doi
  5. The Dilnot Commission on long term care funding should not overlook the possibility of co-evolution between pensions and care
  6. The government’s reduction in spending on the welfare state is greater than any in 90 years and private insurance will struggle to fill the gap

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