The Emergence of Change in Unexpected Places

Rene Wiedner discusses strategic change within the National Health Service in England. Contrary to what is believed from the extant literature, Weidner found that the most profound change did not emerge in practices that witnessed the greatest increase in the quantity of resources or in which change agents were given the highest degree of control. Instead, change emerged in a practice that was not treated as a priority and that subsequently attracted interest from a very limited number of individuals.

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Image courtesy of the interviewee


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