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Palgrave Macmillan

Managing Ambiguity and Change

The Case of the NHS

  • Book
  • © 1997

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Authors:
  1. Sue Dopson
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Table of contents (7 chapters)

  1. Front Matter

    Pages i-xii
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  2. Introduction

    • Sue Dopson
    Pages 1-4

  3. Reorganizing the NHS: Theory and Practice

    • Sue Dopson
    Pages 5-36

  4. Eliasian Sociology

    • Sue Dopson
    Pages 37-56

  5. The Introduction of General Management in the NHS: An Example of Managed Social Change

    • Sue Dopson
    Pages 57-75

  6. DGMs’ Priorities and Actions: An Eliasian Analysis

    • Sue Dopson
    Pages 77-120

  7. Case Study: The Development of a Mental Health Policy

    • Sue Dopson
    Pages 121-142

  8. Conclusion

    • Sue Dopson
    Pages 143-151

  9. Back Matter

    Pages 153-172
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About this book

This book uses the case of the National Health Service to examine the management of ambiguity and change. Studies of the implementation of the Griffiths Report have identified a number of unintended consequences, but it is argued that they have not adequately theorised these outcomes in the policy implementation process. It is suggested that the process-sociological approach of Elias, and in particular his game models, enable us to better understand the complex interweaving of planned and unplanned processes which is involved in the management of change.

About the author

SUSAN DOPSON

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