Advertisement

Planning in the Face of Politics: Reshaping Children’s Health Services in Inner London

  • Mike Cushman
  • Jonathan Rosenhead
Part of the International Series in Operations Research & Management Science book series (ISOR, volume 70)

Summary

There was a broad measure of convergence among health care professionals in a central London Health Authority that changes in patterns of care delivery and specialist staffing required a reduction in the number of inpatient units, a substitution of ambulatory care units, and an extension of community care provision. Strategic Choice was used in a series of workshops with intervening analysis to convert this ‘in principle’ agreement into a specific proposal that achieved consensus among stakeholders. This process is analysed in terms of the opportunities provided by sequential workshops and the difficulties presented by inter-organizational working and absent stakeholders.

Key words

Strategic Choice Approach Problem structuring methods Facilitated change workshops Children’s health services Actor network theory 

Preview

Unable to display preview. Download preview PDF.

Unable to display preview. Download preview PDF.

References

  1. [1]
    Barker, M. (1999). The Health of Children and Young People in Camden and Islington: Public Health Report 1999. Camden and Islington Health Authority, London.Google Scholar
  2. [2]
    Camden and Islington Health Authority and NHS Partners in Camden and Islington (2000). Improving Health Services for Children and Young People in Camden & Islington. Camden and Islington Health Authority, London.Google Scholar
  3. [3]
    Barker, M (2002). Interview, May 14.Google Scholar
  4. [4]
    Greenberger, M., M.A Crenson and B.L. Crissey (1976). Models in the Policy Process. Russell Sage, New York.Google Scholar
  5. [5]
    Friend, J. and A. Hickling (1997). Planning under Pressure: The Strategic Choice Approach (2nd edition). Butterworth-Heinemann, Oxford, UK.Google Scholar
  6. [6]
    Rosenhead, J. (2001). Robustness analysis: Keeping your options open. In Rosenhead, J. and J. Mingers, Eds., Rational Analysis for a Problematic World Revisited: Problem Structuring Methods for Complexity, Uncertainty and Conflict. Wiley, Chichester, UK, 181–207.Google Scholar
  7. [7]
    Friend, J. (2001). The Strategic Choice Approach. In Rosenhead, J. and J. Mingers, Eds., Rational Analysis for a Problematic World Revisited: Problem Structuring Methodsfor Complexity, Uncertainty and Conflict. Wiley, Chichester, UK, 181–207.Google Scholar
  8. [8]
    Holt, J. (1994). Disarming defences. OR Insight, 7, 19–26.MathSciNetGoogle Scholar
  9. [9]
    Phillips, L. and M. Phillips (1993). Facilitated work groups: Theory and practice. Journal of the Operational Research Society, 44, 533–549.Google Scholar
  10. [10]
    Department of Health (2001). Milburn Hands Power to Front-Line Staff: £100m savings for patient services. http://www.info.doh.gov.uk/doh/IntPress.nsf/page/2001-0200?OpenDocument. Department of Health Press Release 2001/0200, Accessed March 24, 2003.
  11. [11]
    Eden, C. and J. Radford, Eds. (1990). Tackling Strategic Problems: The Role of Group Decision Support. Sage Publishers, London.Google Scholar
  12. [12]
    Ackermann, F. (1996). Participants’ perceptions on the role of facilitators using Group Decision Support Systems. Group Decision and Negotiation, 5, 93–112.CrossRefGoogle Scholar
  13. [13]
    Mingers, J. and A. Gill (1997). Multimethodology: The Theory and Practice of Combining Management Science Methodologies. Wiley, Chichester, UK.Google Scholar
  14. [14]
    Wong, H.-Y. (1998). Making Flexible Planning Decisions: Clarification and Elaboration of the Theory and Methodology of Robustness Analysis. PhD thesis, London University, London.Google Scholar
  15. [15]
    Eden, C. (1987). Problem-solving or problem-finishing? In Jackson, M.C. and P. Keys, Eds., New Directions in Management Science, Gower, Aldershot, UK.Google Scholar
  16. [16]
    Horlick-Jones, T., J. Rosenhead, I. Georgiou, J. Ravetz, and R. Lofsted (2001). Decision support for organisational risk management by problem structuring. Health, Risk and Society, 3, 141–165.CrossRefGoogle Scholar
  17. [17]
    Ackermann, F. and C. Eden (2001). SODA-Journey making and mapping in practice. In Rosenhead, J. and J. Mingers, Eds., Rational Analysis for a Problematic World Revisited: Problem Structuring Methods for Complexity, Uncertainty and Conflict, Wiley, Chichester, UK, 43–60.Google Scholar
  18. [18]
    Chapman, C., D.F. Cooper, C.A. Debelius, and A.G. Pecora (1985). Problem solving methodology design on the run. Journal of the Operational Research Society, 36, 769–778.Google Scholar
  19. [19]
    Tilanus, C.B. (1985). Failures and successes of quantitative methods in management. European Journal of Operational Research, 19, 170–175.CrossRefGoogle Scholar
  20. [20]
    Ciborra, C. (2002). The Labyrinths of Information: Challenging the Wisdom of Systems. Oxford University Press, Oxford, UK.Google Scholar
  21. [21]
    Gallon, M. (1986). Some elements of a sociology of translation: Domestication of the scallops and the fishermen of St-Brieuc Bay. In J. Law, Ed., Power, Action and Belief: A New Sociology of Knowledge. Routledge and Kegan Paul, London, 196–233.Google Scholar
  22. [22]
    Latour, B. (1987). Science in Action: How to Follow Scientists and Engineers Through Ssociety (translated by C. Porter). Harvard University Press, Cambridge, MA.Google Scholar
  23. [23]
    Owen, H. (1992). Open Space Technology: A User’s Guide. Abbott, Potomac, MD.Google Scholar
  24. [24]
    Weisbord, M.R. (1987). Productive Workplaces: Organising and Managing for Dignity, Meaning and Community. Jossey-Bass, San Francisco, CA.Google Scholar
  25. [25]
    Weisbord, M.R. (1987). Discovering Common Ground. Berrett-Koehler, San Francisco, CA.Google Scholar
  26. [26]
    Weisbord, M.R. and S. Janoff (1995). Future Search. Berrett-Koehler, San Francisco, CA.Google Scholar
  27. [27]
    Beer, S. (1994). Beyond Dispute: The Invention of Team Syntegrity. Wiley, Chichester, UK.Google Scholar
  28. [28]
    Weick, K.E. (1995). Sensemaking in Organizations, Sage Publications, Thousand Oaks, CA.Google Scholar
  29. [29]
    Star, S.L. and R.J. Griesemer (1989). Institutional ecology, ‘translations’, and boundary objects: amateurs and professionals in Berkeley’s Museum of Vertebrae Zoology, 1907-39. Social Studies of Science, 19, 384–420.Google Scholar
  30. [30]
    Bowker, G.C. and S.L. Star (1999). Sorting Things Out: Classification and Its Consequences. MIT Press, Cambridge, MA.Google Scholar
  31. [31]
    Wenger, E. (2000). Communities of practice and social learning systems. Organization, 7, 225–246.Google Scholar
  32. [32]
    Jackson, M. (1991). Review of Rational Analysis for a Problematic World Edited by J. Rosenhead. Systems Practice, 4, 258–290.Google Scholar

Copyright information

© Springer Science + Business Media, Inc. 2005

Authors and Affiliations

  • Mike Cushman
    • 1
  • Jonathan Rosenhead
    • 2
  1. 1.Department of Information SystemsLondon School of Economics and Political ScienceLondonUK
  2. 2.Department of Operational ResearchLondon School of Economics and Political ScienceLondonUK

Personalised recommendations