The book examines the change management strategies and processes
employed to ensure that the Labour Government's commitment to
devolution became a reality in Wales. As such, it is an account of
constitutional, cultural, organizational and human change set
within a dynamic political context and is based on unprecedented
research access to devolution papers and the politicians and civil
servants (past and present) concerned with the changes. It also
demonstrates the role of leadership in such changes and makes a
substantial contribution to organizational learning theory.
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