Abstract
Over the past two decades a series of radical changes has overtaken the British National Health Service. A range of tensions, incoherencies and uncertainties that are not easy to understand or to manage now permeate the institution. This chapter reviews aspects of this situation and, in the context of the new Labour government’s wish to encourage responsive public services and collaborative working between NHS-funded organisations, local government and voluntary agencies, suggests how the situation might be conceptualised, researched and changed.
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© 1999 Frank Blackler, Andy Kennedy and Mike Reed
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Blackler, F., Kennedy, A., Reed, M. (1999). Organising for Incompatible Priorities. In: Mark, A.L., Dopson, S. (eds) Organisational Behaviour in Health Care. Organizational Behaviour in Health Care. Palgrave Macmillan, London. https://doi.org/10.1057/9780230379398_15
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DOI: https://doi.org/10.1057/9780230379398_15
Publisher Name: Palgrave Macmillan, London
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