Transforming the Culture of the NHS: Vision, Paradox and Metalogic

Abstract

The NHS and Community Care Act instituted a fundamental split between the purchasers and providers of health care; shifting the NHS from a bureaucratic process driven organisation to one which is market led and output orientated. This paper explores cultural change and implementation strategies in a major first wave Trust. The case study is a story of struggle woven around the vision and determination of the Chief Executive to create a new style NHS through second order cultural change. The organisation has over 8,000 employees, many long servers with entrenched views and diverse professional backgrounds.

Citation

Thorne, M. (1992), "Transforming the Culture of the NHS: Vision, Paradox and Metalogic", Management Research News, Vol. 15 No. 5/6, pp. 42-43. https://doi.org/10.1108/eb028234