A Structure for Change

Abstract

The boundary of the planning process of a hospital department of diagnostic radiology that had formed around the dominant coalition in the traditional way had been maintained even though the process had become less effective as a result of changes in boundary conditions. Through an intervention program new boundaries were created to enable all staff to participate in the planning process. It was shown that for the effective and durable participation of staff in change the boundary conditions of the planning system had to be substantially different from those of the resource-conversion system. Tested over a period of more than S years, the new design appears to have many advantages and may also have wider application.

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