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Ambiguous workarounds in policy piloting in the NHS: Tensions, trade‐offs and legacies of organisational change projects

Goff, Mhorag, Hodgson, Damian, Bailey, Simon, Bresnen, Mike, Elvey, Rebecca, Checkland, Kath (2021) Ambiguous workarounds in policy piloting in the NHS: Tensions, trade‐offs and legacies of organisational change projects. New Technology, Work and Employment, . ISSN 0268-1072. E-ISSN 1468-005X. (doi:10.1111/ntwe.12190) (KAR id:85797)

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Pilot projects are increasingly used as a mechanism to enact organisational change, particularly government policy. Information technology's centrality to organisations often makes it key to the introduction of new processes. However, it can give rise to workarounds as employees circumvent impediments it presents by rejecting its prescribed use. Workarounds tend to be conceptualised dichotomously, as either ‘good’ problem solving, or ‘bad’ subversion of the technology. In pilot projects, workarounds are more ambiguous because those that support projects' successful completion in the short‐term may undermine day to day operations longer term. We draw on interview data from a policy pilot in general practice in the National Health Service in England aimed at extending access to care. We problematise the dichotomous conceptualisation of workarounds, finding they can be simultaneously supportive and undermining of policy pilots. Workarounds thereby become political, as employees are required to trade‐off consequences for themselves and the wider organisation.

Item Type: Article
DOI/Identification number: 10.1111/ntwe.12190
Uncontrolled keywords: workarounds, policy pilots, information technology, projects, organisational change, healthcare
Subjects: H Social Sciences > HB Economic Theory
Divisions: Divisions > Division for the Study of Law, Society and Social Justice > School of Social Policy, Sociology and Social Research > Centre for Health Services Studies
Depositing User: Simon Bailey
Date Deposited: 01 Feb 2021 15:47 UTC
Last Modified: 29 Oct 2021 14:33 UTC
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