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        Planning to innovate. Designing change or caught up in a game?

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        905495.pdf (PDF, 312Kb)
        Author
        Mowles, Chris
        Attention
        2299/6562
        Abstract
        In this article I engage with some orthodox theories of the management of innovation and change, which take for granted the idea that they can be predicted and controlled. Organizations are thought to be systems with boundaries, which managers acting as engineers, or doctors, can 'diagnose' and restore to 'health', or order differently. As an alternative, and by drawing on an experience of working with health service managers, I argue instead that change and innovation arise as a result of the interweaving of everyone's intentions. Organizations are sites of intense political interaction and contestation, and exactly what emerges is unpredictable and unplannable, even by the most powerful individuals and groups.
        Publication date
        2011-05
        Published in
        Perspectives In Public Health
        Published version
        https://doi.org/10.1177/1757913911400142
        Other links
        http://hdl.handle.net/2299/6562
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