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.
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