This working paper considers the issue, why does short-term investment in one-off projects seldom deliver the desired outcomes for organizational change? It also offers a different way of thinking on how to use development resources. Projectitis is part of the "Whole Systems Thinking" series of working papers which focus on ideas about partnership and whole system thinking now central to the policy agenda on regeneration and sustainable change. Whole Systems Thinking is based on four years' experience of working in London, Liverpool, Newcastle and North Tyneside with health agencies and their local partners in housing, local government, police, the independent sector, transport, and local people.
This working paper considers the issue, why does short-term investment in one-off projects seldom deliver the desired outcomes for organizational change? It also offers a different way of thinking on how to use development resources. Projectitis is part of the "Whole Systems Thinking" series of working papers which focus on ideas about partnership and whole system thinking now central to the policy agenda on regeneration and sustainable change. Whole Systems Thinking is based on four years' experience of working in London, Liverpool, Newcastle and North Tyneside with health agencies and their local partners in housing, local government, police, the independent sector, transport, and local people.