Final Report > Chapter 4: The Changing NHS 1984 - 1995 > A period of rapid change

A period of rapid change

2 The fact that the NHS is, in essence, a value-driven, politically sensitive enterprise, means that it is always changing. It has never been free of the tinkering which shifting views on the proper role of the public and private sector and on levels of taxation inevitably bring to bear. But the 1980s and 1990s were somewhat special in both the pace and nature of the changes which took place.

3 It is important to bear in mind that the pace of change was not particular to the NHS. Rapid change in institutions was the order of the day. There was no reason why the NHS should have been different. Many working within the NHS, however, thought the pace of change was too great. Those in other sectors of the economy, public or private, were less sympathetic to this view. Managers and employees in the NHS, in their view, simply had to learn to cope with change since it was a given. It was not going away. [2] It had to be expected, accepted, managed and explained to those working in the organisation.