Making Sense of Organisational Change in Primary Care Trusts

Abstract

This article starts with a case study of organisational development consultancy with a primary care trust (PCT) in the Midlands which has used the generation of metaphorical organisational images as a key working method. It aims to draw out lessons for other localities and organisations facing the challenge of integrating a range of different interests into a coherent and effective whole. It suggests that the lack of ‘organisational literacy’ is a major barrier to progress in health and social care agencies which has to be confronted openly.

Citation

Waddington, P. (2003), "Making Sense of Organisational Change in Primary Care Trusts", Journal of Integrated Care, Vol. 11 No. 5, pp. 30-38. https://doi.org/10.1108/14769018200300048