By Mervyn Conroy (auth.)
MacIntyre's narrative established advantage ethics have for the 1st time during this publication been utilized to a firm present process switch pushed by means of industry forces and a society that wishes extra for much less with scant regard for the ability through which that's completed. the sensible strength of those insights is explored within the case research that runs in the course of the book.
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Additional resources for An Ethical Approach to Leading Change: An Alternative and Sustainable Application
Active involvement of users and carers also forms a fundamental part of the shift to social models of care. This organisational change study illuminates what it means to the managers concerned to implement the changes described above. The objective is to convey their accounts in narrative form over a period of one year to gain insight into what it means to them and for the service they construct. The research study aims to offer a deeper understanding of organisational change partly in order to help the organisation appreciate how best to support managers within a changing healthcare sector and in this way contribute to the overall improvement of the service for its vulnerable users.
As one commentator put it ‘the incentives were too weak and the constraints were too strong’. In a very short time the government began to soften its rhetoric and improving the health of the population came to the foreground with new supporting policies and the ‘market’ faded into the background. OPM (2003) conclude that 26 An Ethical Approach to Leading Change ‘Fundamentally, then, government was caught between its faith in the power of the market to deliver choice and raise quality, and fear that a true market would lead to strong health inequalities and fractured planning’.
My study is open in its aspiration to allow a voice to all, including those who may have been previously muted in the drive to perform better. The UK’s public sector has seen fundamental reform over an extended period. According to Blackler (2006: 10) central to such developments was the development in the 1990s of the New Public Management (NPM) (Hood 1991) which involved the introduction of private sector style competition and incentives to the sector. Blackler observes that ‘in recent years general discussions about NPM have shaded into discussions of New Labour’s modernisation agenda’.