Papers on this page are works in progress, presented here to invite comment and criticism.

The first two explore the means of developing and implementing strategy  in complex organisations,and attempt to marry classical concepts of strategy development with thinking about emergent strategies and insights from complexity theory.The third considers levels of trust between NHS organisations, and considers ways of increasing trust by addressing trustworthiness.

Paper 1 was written for the NHS Confederation and it considers how it is possible to bring together different strands of thinking about strategy into a coherent framework for NHS managers to use in practice. To see this paper click here.

Document 2 is a handout for a Master Class held in May 2005, led by a Really Learning strategy learning set. The set had further explored the strategy matrix introduced in the first paper and considered a range of other relevant theory. To see this handout click here. For further information about this area of work please contact us.

Paper 3 was sponsored by the NHS Confederation and supported by the Nuffield Trust, exploring the relevance of trust between organsiations within the NHS, using that between Strategic Health Authorities and Primary Care Trusts as an example. To see the paper click here.

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