This paper tells the story of the first two years (1994-96) of the London Health Partnership's primary care development programme. It describes the background to the project and its guiding principles, and then goes on to describe the diagnostic phase of its work and how systems theories influenced the ongoing ...
This paper reconsiders the meaning and impact of projects, the most common device for spending development monies. They argue that projects can distort the priorities of the host organisation. There are four aspects to this problem: the disruption caused to an organisation by the existence of a project; the project ...
This report describes the outcome of a six month study of the management development requirements of the NHS in Scotland, undertaken by the King's Fund College. The report describes: the scope and content of the original brief for the work; the methodology adopted by the King's Fund team; and the ...