Forster D P, Hadley R
Health Serv Manage. 1989 Oct;85(5):215-8.
The NHS Review has proposed the most radical organisational change in health care since the inception of the service itself in 1948. Yet, the problems entailed in gaining acceptance for reforms of such magnitude are scarcely touched on in the white paper. The scale and strength of opposition which the proposals have subsequently met within the NHS have shown clearly that the issue of the management of change is likely to be central in the acceptance or otherwise of the proposals and subsequently their success or failure. Donald Forster and Roger Hadley outline the framework within which the issues posed by change can be analysed and assessed. In keeping with the government's preference for a management perspective, they emphasise insights from the literature on the management of change rather than the detail of the white paper.
国民保健服务体系（NHS）评估报告提出了自1948年该服务体系创立以来医疗保健领域最彻底的组织变革。然而，白皮书几乎未触及如此大规模改革获得认可所涉及的问题。这些提议随后在国民保健服务体系内部遭遇的反对规模和力度清楚地表明，变革管理问题很可能是这些提议能否被接受以及随后成败的核心。唐纳德·福斯特和罗杰·哈德利概述了一个框架，在这个框架内可以对变革引发的问题进行分析和评估。与政府对管理视角的偏好一致，他们强调来自变革管理文献的见解，而非白皮书的细节。
