Public policy implementation

From within the context of a health system dominated by the power and influence of acute hospitals, what strategic advice would you give to help that system move towards placing a greater emphasis on prevention?
(500-750 words,Havard referencing style,More reflection on the UK Health system)
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References •Beckhard,R. & Harris, R (1987) Organizational transitions: managing complex change. Wokingham: AddisonWesley. •Bullock, M. & Batten, D. (1985) ‘Its just a phase we’re going through’, Group and Organizational Studies, 10, pp. 383– 412. •Cameron, E. & Green, M. (2009) Making sense of change management: a complete guide to the models, tools and techniques of organisational change.London: Kogan Page. •Elmore, R. (1982)‘Backward mapping: Implementation research and policy decisions’ in Williams, W. et al (eds) Studying Implementation: Methodological and Administrative Issues, Chatham, NH: Chatham House. •Kotter, J. (1996) Leading change.Boston: Harvard Business School Press. •Lewin, K. (1951) Field theory in social science. NewYork:Harper Row. •Lipsky. M, (1980) Street level bureaucracy: dilemmas of the individual in public services. New York: Russell Sage Foundation. •Matland, R. (1995) ‘Synthesising the implementation literature: The ambiguity-conflict model of policy implementation’, Journal of Public Administration, Research and Theory, 5 (2), pp. 145–177. •Morgan, G. (1998) Images of organization Thousand Oaks, CA: Sage. •Nadler, D., Tushman, M. & Nadler, B. (1997) Competing by design: the power of organizational architecture. New York: Oxford University Press. •Pulzl, H. & Trieb, O. (2006) ‘Policy implementation’. In: Fischer, F., Miller, G. & Sidney, M. (eds.),Handbook of public policy analysis. New •Sabatier, P. (1986) ‘Top-down and bottomup approaches to implementation research: a critical analysis and suggested synthesis’,Journal of Public Policy,6, pp. 21–48. •Schofield, J. (2001)‘Time for a revival? Public policy implementation: a review of the literature and an agenda for future research’, International Journal of Management Reviews, 3(3), pp. 245–263 [Online]. •Senge, P. (1990) The fifth discipline. London: CenturyBusiness. •Stacey, R. (2001) Complex responsive processes in organizations: learning and knowledge…

 
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