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Ambiguous workarounds in policy piloting in the NHS: Tensions, trade‐offs and legacies of organisational change projects
Author(s) -
Goff Mhorag,
Hodgson Damian,
Bailey Simon,
Bresnen Michael,
Elvey Rebecca,
Checkland Katherine
Publication year - 2021
Publication title -
new technology, work and employment
Language(s) - English
Resource type - Journals
SCImago Journal Rank - 1.889
H-Index - 45
eISSN - 1468-005X
pISSN - 0268-1072
DOI - 10.1111/ntwe.12190
Subject(s) - workaround , government (linguistics) , service (business) , business , public relations , politics , subversion , public administration , political science , marketing , computer science , philosophy , linguistics , law , programming language
Abstract 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.