There is continuing government pressure on public services to 'reform' and change. Expectations of new forms and standards of delivery, joined-up practice and the re-connection of services to users are high. Unfortunately, many policy makers have become dangerously reliant on mechanistic top-down audit and inspection regimes as the means of implementation.
This book sets out to redress the balance. It argues powerfully that whole systems approaches are required to lead the changes towards the demands for new service configurations, partnership working and local and neighbourhood governance. The book outlines the theory behind whole systems development and gives good practice guidance on how to effectively develop 'systems' to improve joined-up working.
Margaret Attwood, Mike Pedler, Sue Pritchard and David Wilkinson are colleagues in Whole Systems Development, the consulting network. Their work spans the territory described in this book.
Contents: Forewords Will Hutton and David Fillingham; Prologue; Why do we need whole systems change?; How do we put these fine words into action? An overview of whole systems development; The emerging practice of whole systems development; Leadership: keeping the big picture in view; Public learning; Valuing difference and diversity: getting the whole system into the room; Meeting differently: large and small group working; Follow-through and sticking with it; From organisations to networks; Confirming cases: local problems and local solutions within whole systems; Epilogue.