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Evidence-Based Organizational Change in the UK Public Sector

Evidence-Based Organizational Change in the UK Public Sector
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Author(s): David Devins (Leeds Beckett University, UK), Alex Watson (Leeds City Council, UK) and Paul Turner (Leeds Beckett University, UK)
Copyright: 2019
Pages: 7
Source title: Evidence-Based Initiatives for Organizational Change and Development
Source Author(s)/Editor(s): Robert G. Hamlin (University of Wolverhampton, UK), Andrea D. Ellinger (The University of Texas at Tyler, USA) and Jenni Jones (University of Wolverhampton, UK)
DOI: 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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