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Evidence-Based Organizational Change in the UK Public Sector

Evidence-Based Organizational Change in the UK Public Sector

David Devins, Alex Watson, Paul Turner
Copyright: © 2019 |Pages: 7
ISBN13: 9781522561552|ISBN10: 1522561552|EISBN13: 9781522561569
DOI: 10.4018/978-1-5225-6155-2.ch020
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MLA

Devins, David, et al. "Evidence-Based Organizational Change in the UK Public Sector." Evidence-Based Initiatives for Organizational Change and Development, edited by Robert G. Hamlin, et al., IGI Global, 2019, pp. 398-404. https://doi.org/10.4018/978-1-5225-6155-2.ch020

APA

Devins, D., Watson, A., & Turner, P. (2019). Evidence-Based Organizational Change in the UK Public Sector. In R. Hamlin, A. Ellinger, & J. Jones (Eds.), Evidence-Based Initiatives for Organizational Change and Development (pp. 398-404). IGI Global. https://doi.org/10.4018/978-1-5225-6155-2.ch020

Chicago

Devins, David, Alex Watson, and Paul Turner. "Evidence-Based Organizational Change in the UK Public Sector." In Evidence-Based Initiatives for Organizational Change and Development, edited by Robert G. Hamlin, Andrea D. Ellinger, and Jenni Jones, 398-404. Hershey, PA: IGI Global, 2019. https://doi.org/10.4018/978-1-5225-6155-2.ch020

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Abstract

This reflective case history reflects on the experiences of a UK City Authority as it responds to the challenge of policy making for inclusive economic growth. It tells how the authority, in responding to a long-term vision, used change management processes to articulate and then implement change. The approach is characterized by the use of evidence to promote change within and between organizations. This is complemented by an adaptive strategy based on the design, development, implementation, and monitoring of interventions. Change is achieved in relatively small steps through minor innovations in practice and ongoing consideration of what works and what more can be done.

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