DOCSLIB.ORG

Working with Change: Systems Approaches to Public Sector

Total Page：16

File Type：pdf, Size：1020Kb

Download full-text PDF Read full-text
Working with Change: Systems Approaches to Public Sector OECD Observatory of Public Sector Innovation An initiative of the OECD’s Public Governance and Territorial Development Directorate Working with Change Systems approaches to public sector challenges WORKING WITH CHANGE Systems Approaches to Public Sector Challenges Preliminary version Co-funded by the Horizon 2020 Framework Programme of the European Union GOV/PGC(2017)2 TABLE OF CONTENTS FOREWORD ................................................................................................................................................... 5 EXECUTIVE SUMMARY ............................................................................................................................. 8 SYSTEM APPROACHES IN THE PUBLIC SECTOR: FROM THEORY TO PRACTICE ...................... 10 Introduction ................................................................................................................................................ 10 Managing complexity in the public sector: the case for systems approaches ............................................ 12 Challenges of using systems approaches in the public sector .................................................................... 19 Use of information in highly complex environment: evidence versus action ........................................ 19 Learning and adjusting the system: the feedback loop dilemma ............................................................ 20 Turning a system off .............................................................................................................................. 21 Speed of change ..................................................................................................................................... 22 Systems approaches to public service delivery: approaches and emerging evidence ................................ 23 TOWARD A FRAMEWORK FOR SYSTEMS TRANSFORMATION ..................................................... 29 New systems-based practices ..................................................................................................................... 29 Systems thinking and design thinking: different but complementary approaches ................................. 30 Strategies to manage complexity: what options for the public sector? ...................................................... 32 Working with relative precision ................................................................................................................. 36 Toward a systems transformation process ................................................................................................. 38 People & Place ....................................................................................................................................... 38 Dwelling ................................................................................................................................................. 39 Connecting ............................................................................................................................................. 41 Framing .................................................................................................................................................. 42 Designing ............................................................................................................................................... 44 Prototyping ............................................................................................................................................. 45 Stewarding .............................................................................................................................................. 46 Evaluating............................................................................................................................................... 48 SYSTEM APPROACHES IN PRACTICE: CASE STUDIES ..................................................................... 49 Systems approach to tackle domestic violence - Case Study of the United Against Domestic Violence program (Iceland)....................................................................................................................................... 49 Summary ................................................................................................................................................ 49 Context ................................................................................................................................................... 49 Initiating a Process of Systems Change ................................................................................................. 51 Impacts and Systems Effects .................................................................................................................. 55 Using system approaches in policy design – Case study of the Experimental Policy Design in Finland .. 58 Summary ................................................................................................................................................ 58 Context ................................................................................................................................................... 58 Initiating a process of systems change ................................................................................................... 59 Emerging practice of experimentation ................................................................................................... 66 Impact and effects .................................................................................................................................. 69 2 GOV/PGC(2017)2 Systems approach to reshaping organization’s purpose and working methods - Case study of the Child Protection Services in the Netherlands ...................................................................................................... 70 Summary ................................................................................................................................................ 70 Context ................................................................................................................................................... 70 Initiating a process of systems change ................................................................................................... 73 Impact and effects .................................................................................................................................. 79 Using Systems Approaches to Regulate the Sharing Economy – Case study of public transportation in Toronto (Canada) ....................................................................................................................................... 84 Summary ................................................................................................................................................ 84 Context ................................................................................................................................................... 84 Initiating a Process of Systems Change ................................................................................................. 87 Impact and Effects .................................................................................................................................. 93 CONCLUSIONS ........................................................................................................................................... 95 Lessons from the case studies: results of testing the application of the systems transformation framework95 Challenges and opportunities in the public sector ..................................................................................... 98 When should public policy makers use systems approaches? ................................................................ 98 How much should public managers and civil servants know about systems approaches? .................... 99 How should public managers use systems approaches in the public sector? ....................................... 100 ANNEX 1: DEFINITIONS ......................................................................................................................... 102 ANNEX 2: A BRIEF HISTORY OF SYSTEMS APPROACHES............................................................. 103 ANNEX 3: CASE STUDY METHODOLOGY ......................................................................................... 108 ANNEX 4: INTERVIEWS CONDCUTED FOR THIS STUDY ............................................................... 110 REFERENCES ............................................................................................................................................ 113 Figures Figure 1. The Cynefin Framework ............................................................................................................. 15 Figure 2. Development of systems thinking: towards methodological pluralism ...................................... 16 Figure 3. Complexity of the American strategy in Afghanistan ................................................................ 17 Figure 4. The Vanguard method for ‘Check’ ............................................................................................. 24 Figure 5. The Ashby Space ....................................................................................................................... 34 Figure 6. Three Complexity Regimes .......................................................................................................
Load more

Recommended publications
  • CPL-White-Paper-09-January-2013
    London Metropolitan University: Centre for Progressive Leadership White Paper: Managing Leadership from a Systemic Perspective ISSUED JANUARY 2013 LONDON METROPOLITAN UNIVERSITY BUSINESS SCHOOL A CPL WHITE PAPER Managing Leadership from a Systemic Perspective Dr William Tate ABSTRACT How can an organisation best understand, expand, release, promote, improve, combine and apply leadership capability suited to its needs? The traditional model of individual leadership behaviour and development is no longer in tune with latest knowledge of the dynamics entailed in leadership performance in today’s complex environment. Development tools drawn from psychology insufficiently address the realities of organisational life. Understanding of the new sciences and the study of systems, combined with progressive 21stC social values, demand that a new perspective of leadership be taken, reflecting the holistic context in which leadership processes are now required to operate. This paper presents a systemic view of leadership, where the leadership role is one factor in an intricate system of interacting elements that affect how leadership is best applied in organisation settings and how it can be improved. The model challenges conventional approaches to the definition, specification and codification of leadership, as well as the way leadership is studied, how it is assessed and developed. Implications for various academic disciplines are considered, and a range of HR processes are discussed, including leadership development, accountability, coaching and performance management. THE VIEWS EXPRESSED IN THIS PAPER ARE THOSE OF THE AUTHOR AND DO NOT NECESSARILY REPRESENT THOSE OF LONDON METROPOLITAN UNIVERSITY BUSINESS SCHOOL OR THE CENTRE FOR PROGRESSIVE LEADERSHIP. © William Tate, The Institute for Systemic Leadership, 09 January 2013 1 London Metropolitan University: Centre for Progressive Leadership White Paper: Managing Leadership from a Systemic Perspective 1.
    [Show full text]
  • Systems Thinking: from Heresy to Practice, Edited by A
    Copyright material from www.palgraveconnect.com - licensed to npg - PalgraveConnect - 2015-03-15 - licensed to npg PalgraveConnect www.palgraveconnect.com material from Copyright 10.1057/9780230299221preview - Systems Thinking: From Heresy to Practice, Edited by A. Keivan Zokaei, John Seddon and Brendan O©Donovan Systems Thinking: From Heresy to Practice Copyright material from www.palgraveconnect.com - licensed to npg - PalgraveConnect - 2015-03-15 - licensed to npg PalgraveConnect www.palgraveconnect.com material from Copyright 10.1057/9780230299221preview - Systems Thinking: From Heresy to Practice, Edited by A. Keivan Zokaei, John Seddon and Brendan O©Donovan 9780230_285552_01_prexx.indd i 11/26/2010 9:58:29 AM Copyright material from www.palgraveconnect.com - licensed to npg - PalgraveConnect - 2015-03-15 - licensed to npg PalgraveConnect www.palgraveconnect.com material from Copyright 10.1057/9780230299221preview - Systems Thinking: From Heresy to Practice, Edited by A. Keivan Zokaei, John Seddon and Brendan O©Donovan 9780230_285552_01_prexx.indd ii 11/26/2010 9:58:29 AM Systems Thinking: From Heresy to Practice Public and Private Sector Studies Edited by Keivan Zokaei Consultant and Honorary Fellow at Warwick University John Seddon Consultant and Visiting Professor, Vanguard / Cardiff and Derby Universities and Brendan O’Donovan Copyright material from www.palgraveconnect.com - licensed to npg - PalgraveConnect - 2015-03-15 - licensed to npg PalgraveConnect www.palgraveconnect.com material from Copyright 10.1057/9780230299221preview - Systems Thinking: From Heresy to Practice, Edited by A. Keivan Zokaei, John Seddon and Brendan O©Donovan 9780230_285552_01_prexx.indd iii 11/26/2010 9:58:29 AM Selection and editorial content © Keivan Zokaei, John Seddon and Brendan O’Donovan 2011 Individual chapters © the contributors 2011 Foreword © Prof.
    [Show full text]
  • Tjä Nstep Rod Ucerand E Sy Stem I Offentlig Sektor
    Fakulteten för ekonomi, kommunikation och IT C entrum för tjä nsteforskning Johan Q uist Tjä nstep rod ucerand e sy stem i offentlig sektor K arlstad U niv ersity S tud ies 2 0 0 7 :3 7 Jo h an Q uist T jä nstep ro duc erande system i o ffentlig sek to r Karlstad University Studies 2 0 0 7 :3 7 Johan Quist. Tjänsteproducerande system i offentlig sektor F orsk ning srap p ort K arlstad U niv e rsity S tud ie s 2 0 0 7 :3 7 IS S N 1 4 0 3 -8 0 9 9 IS B N 9 7 8 -9 1 -7 0 6 3 -1 4 0 -5 © F ö rfattare n w w w .k au.se Sammanfattning................................................................................................................ 3 1 . Inle d ning....................................................................................................................... 5 1 .1 D e n s v e ns k a fö rv altninge n ..................................................................................... 5 1 .2 E n s y s te mmo d e ll .................................................................................................. 1 1 1 .3 E n k u ns k ap s ö v e rs ik t av s e e nd e s y s te ms y ns ä tt ...................................................... 1 3 2 . A tt s e s y s te m............................................................................................................... 1 5 2 .1 L e an Se rv ic e ......................................................................................................... 1 5 2 .2 Sy s te ms th ink ing .................................................................................................. 2 1 2 .3 E n p o s itio ne ring av L e an Se rv ic e ......................................................................... 2 7 3 . E rfare nh e te r av L e an Se rv ic e i o ffe ntlig s e k to r .........................................................
    [Show full text]
  • JAWAHARLAL NEHRU TECHNOLOGICAL UNIVERSITY HYDERABAD (Established by State Act No
    JAWAHARLAL NEHRU TECHNOLOGICAL UNIVERSITY HYDERABAD (Established by State Act No. 30 of 2008) Kukatpally, Hyderabad, Telangana (India). ACADEMIC REGULATIONS FOR B.TECH. REGULAR STUDENTS WITH EFFECT FROM ACADEMIC YEAR 2016-17 (R-16) 1.0 Under-Graduate Degree Programme in Engineering & Technology (UGP in E&T) 1.1 JNTUH offers a 4-year (8 semesters) Bachelor of Technology (B.Tech.) degree programme, under Choice Based Credit System (CBCS) at its non-autonomous constituent and affiliated colleges with effect from the academic year 2016-17 in the following branches of Engineering: Branch Civil Engineering Electrical and Electronics Engineering Mechanical Engineering Electronics and Communication Engineering Computer Science and Engineering Chemical Engineering Electronics and Instrumentation Engineering Bio-Medical Engineering Information Technology Mechanical Engineering (Mechatronics) Electronics and Telematics Engineering Metallurgy and Material Technology Electronics and Computer Engineering Mechanical Engineering (Production) Aeronautical Engineering Instrumentation and Control Engineering Biotechnology Automobile Engineering Mining Engineering Petroleum Engineering Civil and Environmental Engineering Mechanical Engineering (Nano Technology) Computer Science & Technology Pharmaceutical Engineering 1 2.0 Eligibility for admission 2.1 Admission to the under graduate programme shall be made either on the basis of the merit rank obtained by the qualified student in entrance test conducted by the Telangana State Government (EAMCET) or the University or on the basis of any other order of merit approved by the University, subject to reservations as prescribed by the government from time to time. 2.2 The medium of instructions for the entire under graduate programme in E&T will be English only. 3.0 B.Tech. Programme structure 3.1 A student after securing admission shall pursue the under graduate programme in B.Tech.
    [Show full text]
  • Systems Thinking Is the Process of Understanding How Things Influence One Another Within a Whole
    Systems Thinking Systems thinking is the process of understanding how things influence one another within a whole. In nature, systems thinking examples include ecosystems in which various elements such as air, water, movement, plants, and animals work together to survive or perish. In organizations, systems consist of people, structures, and processes that work together to make an organization healthy or unhealthy. Systems Thinking has been defined as an approach to problem solving, by viewing "problems" as parts of an overall system, rather than reacting to specific part, outcomes or events and potentially contributing to further development of unintended consequences. Systems thinking is not one thing but a set of habits or practices [1] within a framework that is based on the belief that the component parts of a system can best be understood in the context of relationships with each other and with other systems, rather than in isolation. Systems thinking focuses on cyclical rather than linear cause and effect. In science systems, it is argued that the only way to fully understand why a problem or element occurs and persists is to understand the parts in relation to the whole. [2] Standing in contrast to Descartes's scientific reductionism and philosophical analysis , it proposes to view systems in a holistic manner. Consistent with systems philosophy , systems thinking concerns an understanding of a system by examining the linkages and 1 / 8 Systems Thinking interactions between the elements that compose the entirety of the system. Science systems thinking attempts to illustrate that events are separated by distance and time and that small catalytic events can cause large changes in complex systems .
    [Show full text]
  • K Mclafferty Thesis
    Operational Efficiency of Industrialised Information Processing Systems Kevin McLafferty Thesis submitted to the Cardiff School of Management in partial fulfilment of the requirements for the degree of Doctor of Business Administration Director of Studies: Professor Nick Rich Date of Submission 1st July 2016 Cardiff School of Management Cardiff Metropolitan University Western Avenue Cardiff, UK, CF5 2YB Declaration This work has not previously been accepted in substance for any degree and is not being concurrently submitted in candidature for any degree. Signed ............................. Date .......1th July 2016 Statement One This thesis is the result of my own investigations, except where otherwise stated. Where correction services have been used, the extent and nature of the correction is clearly marked in a footnote(s). Other sources are acknowledged by footnotes giving explicit reference. A bibliography is appended. Signed ........................... Date .......1st July 2016 Statement Two I hereby give consent for my thesis, if accepted, to be available for photocopying and for inter-library loans after expiry of a bar on access approved by Cardiff Metropolitan. Signed Date .......1st July 2016 i Table of Contents Declaration .................................................................................................................... i Table of Contents ........................................................................................................ ii Table of Figures .........................................................................................................
    [Show full text]
  • JHH 6.3 Nov 09 Layout
    JOURNAL OF holistic healthcare Contents ISSN 1743-9493 Editorial . 2 Published by Update . 3 British Holistic Medical Association Being holistic West Barn, Chewton Keynsham The new focus of the BHMA . 4 BRISTOL BS31 2SR Email: [email protected] William House www.bhma.org Food as medicine: the anti-inflammatory diet . 8 Andrew T Weil Reg. Charity No. 289459 The change journey . 13 Editor-in-chief Chris Johnstone David Peters [email protected] Reflections on motherhood as a G P: Empathy in action! . 16 Gillian Myers Editorial Board Dr William House (Chair), Connecting citizens and services in new and Professor David Peters, meaningful relationships to transform healthcare . 20 Peter Donebauer, Dr Thuli Alyson McGregor Whitehouse, Dr Antonia Wrigley Closing the compassion gap in health and social care . 25 Editor Andy Bradley Edwina Rowling [email protected] Medicine as if people matter – integration rather than breakdown . 29 Advertising Rates Michael Dixon 1/4 page £130; 1/2 page £210; full page £400; loose inserts £140. The Lambeth GP Food Co-op: Rates are exclusive of origination An emerging model of community co-operation . 32 where applicable. To advertise Ed Rosen email [email protected] A conversation with David Reilly Products and services offered by Director of The WEL Project . 35 advertisers in these pages are not David Reilly and David Peters necessarily endorsed by the BHMA. A meaningful encounter . 40 Design Justin Haroun [email protected] Neural networking, confabulation and subtle information . 43 Printing William Bloom Spinnaker Press The juggler – being wise in the modern NHS . 46 William House William House .
    [Show full text]
  • R16 B.Tech Aeronautical Engg
    R16 B.TECH AERONAUTICAL ENGG. JAWAHARLAL NEHRU TECHNOLOGICAL UNIVERSITY HYDERABAD B. TECH. AERONAUTICAL ENGINEERING IV YEAR COURSE STRUCTURE & SYLLABUS (R16) Applicable From 2016-17 Admitted Batch IV YEAR I SEMESTER Course S. No. Course Title L T P Credits Code 1 AE701PC Flight Vehicle Design 4 1 0 4 2 AE702PC Mechanical Vibration and Structural Dynamics 4 1 0 4 3 Professional Elective - II 3 0 0 3 4 Professional Elective - III 3 0 0 3 5 Professional Elective - IV 3 0 0 3 6 AE703PC Flight Vehicle Design and Instrumentation Lab 0 0 3 2 7 AE704PC Computational Fluid Dynamics Lab 0 0 3 2 8 AE705PC Industry Oriented Mini Project 0 0 3 2 9 AE706PC Seminar 0 0 2 1 Total Credits 17 2 11 24 IV YEAR II SEMESTER Course S. No. Course Title L T P Credits Code 1 Open Elective – III 3 0 0 3 2 Professional Elective - V 3 0 0 3 3 Professional Elective - VI 3 0 0 3 4 AE801PC Major Project 0 0 30 15 Total Credits 9 0 30 24 Professional Elective - I ME611PE Finite Element Methods AE612PE Experimental Aerodynamics AE613PE Mechanisms and Mechanical Design AE614PE Unmanned Air Vehicle (UAV) Systems Professional Elective - II AE721PE CAD/CAM AE722PE Aircraft Maintenance Engineering AE723PE Material Science and Composites ME724PE Operations Research R16 B.TECH AERONAUTICAL ENGG. Professional Elective - III AE731PE Aircraft Structural Design ME732PE Computational Fluid Dynamics AE733PE Airport Planning and Management AE734PE System Modeling and Simulation Professional Elective - IV AE741PE Advanced Manufacturing Techniques AE742PE Air Traffic Control AE743PE Space Mechanics AE744PE Mechanics of Composite Structures Professional Elective - V AE851PE Helicopter Engineering AE852PE Fabrication and Machining of Composite Structures AE853PE Airlines Planning, Scheduling and Operations AE854PE Hypersonic Aerodynamics Professional Elective -VI AE861PE Aeroelasticity AE862PE Wind Engineering and Industrial Aerodynamics AE863PE Heat Transfer AE864PE Ground Vehicle Aerodynamics *Open Elective subjects’ syllabus is provided in a separate document.
    [Show full text]
  • Systemic Innovation: a Discussion Series
    SYSTEMIC INNOVATION: A DISCUSSION SERIES March – April 2013 2 SYSTEMIC INNOVATION: A DISCUSSION SERIES About Nesta Nesta is the UK’s innovation foundation. An independent charity, we help people and organisations bring great ideas to life. We do this by providing investments and grants and mobilising research, networks and skills. Nesta Operating Company is a registered charity in England and Wales with company number 7706036 and charity number 1144091. Registered as a charity in Scotland number SCO42833. Registered office: 1 Plough Place, London, EC4A 1DE. www.nesta.org.uk © Nesta 2013. 3 SYSTEMIC INNOVATION: A DISCUSSION SERIES SYSTEMIC INNOVATION: A DISCUSSION SERIES ABOUT THIS SERIES In early 2013 we published a paper on systemic innovation by Geoff Mulgan and Charlie Leadbeater. To coincide with its publication, we convened a group of leading thinkers and practitioners from the field of systemic innovation to discuss the theories, methods and practices further. It was clear from the session that there is a need to deepen and develop our collective understanding of systemic innovation through generating typologies, collating case studies, as well the methods and tools available to potentially influence and enable systemic innovation. To begin developing these resources, we invited the experts who attended this session to write guest blogs. This paper collates these contributions, and covers a range of topics, from the methods available to stimulate systemic innovation, a discussion of systems failure, case studies covering systemic innovation in finance, the importance of communication, replication leading to systemic change, and a number of other topics alongside. At Nesta we are drawing upon all these resources to inform the development of our practical work and to feed into our skills platform to equip practitioners working on the ground.
    [Show full text]
  • The Systems Thinking School Leading Systematic School Improvement
    The Systems Thinking School Leading Systematic School Improvement Titles in the Series Thinkers in Action: A Field Guide for Effective Change Leadership in Education Systems Thinkers in Action: A Field Guide for Effective Change Leadership in Education Moving Upward Together: Creating Strategic Alignment to Sustain Systemic School Im- provement How to Get the Most Reform for Your Reform Money Future Search in School District Change: Connection, Community, and Results Instructional Leadership for Systemic Change: The Story of San Diego's Reform Dream! Create! Sustain!: Mastering the Art and Science of Transforming School Systems Leading from the Eye of the Storm: Spirituality and Public School Improvement Power, Politics, and Ethics in School Districts: Dynamic Leadership for Systemic Change The Future of Schools: How Communities and Staff Can Transform Their School Districts Priority Leadership: Generating School and District Improvement through Systemic Change Strategic Communication During Whole-System Change: Advice and Guidance for School District Leaders and PR Specialists Toys, Tools & Teachers: The Challenges of Technology Curriculum and Assessment Policy: 20 Questions for Board Members Adventures of Charter School Creators: Leading from the Ground Up Leaders Who Win, Leaders Who Lose: The Fly-on-the-Wall Tells All The Positive Side of Special Education: Minimizing Its Fads, Fancies, and Follies The Systems Thinking School: Redesigning Schools from the Inside-Out The Systems Thinking School Redesigning Schools from the Inside-Out Peter A. Barnard ROWMAN & LITTLEFIELD EDUCATION A division of ROWMAN & LITTLEFIELD PUBLISHERS, INC. Lanham • New York • Toronto • Plymouth, UK Published by Rowman & Littlefield Education A division of Rowman & Littlefield Publishers, Inc. A wholly owned subsidiary of The Rowman & Littlefield Publishing Group, Inc.
    [Show full text]
  • Download Model of Sustainable Organization (Moso)
    Model of Sustainable Organization (MoSO) Sustainable organizations are enduringly successful, yet not all successful organizations will endure or are sustainable The MoSO Cooperative Developed and published by The MoSO Co-operative a group of like-minded individuals with widely different backgrounds who voluntarily contribute their knowledge and experience. The Essential Elements of a Sustainable Organization Customers Operations People, culture, leadership and management Societal influences and learning Environment Continual improvement and innovation The Three voices (VoC, VoS, VoP) Essential interactions/communications and collaboration These elements are underpinned by a set of sustaining principles and values MoSO 1st Revision, September 2011 Collated and edited by Alan Clark, Terry Peterson and Terry Rose as part of their contribution to The MoSO Co-operative. Copyright © 2011. All rights reserved. i Contents Section 1: ABOUT MOSO 1 Section 2: UNDERSTANDING THE MODEL AND ITS ESSENTIAL ELEMENTS 3 The Model 3 Building the Basic Model – Element by Element 4 Customers 4 Your Operations 4 Continual improvement and innovation (PDSA) 5 People, Culture, Leadership and Management 6 Societal Influences and Learning 7 Environment 7 Essential interactions/communications and collaboration 8 The Enhanced Model 9 The Three voices 9 Voice of the customer Voice of the people Voice of the system Section 3: FUNDAMENTAL THINKING THAT SUPPORTS MOSO 11 MoSO Principles 11 Benefits 12 Sustainability 12 Transformation 12 Systems thinking 13 Deming approach
    [Show full text]
  • Exploring UK Lean Diffusion in the Period 1988 to Donna Elizabeth Samuel
    Exploring UK Lean Diffusion in the period 1988 to 2010 by Donna Elizabeth Samuel A Thesis Submitted in Fulfillment of the Requirements for the Degree of Doctor of Philosophy of Cardiff University Logistics and Operations Management Section of Cardiff Business School Cardiff University October 2011 UMI Number: U584548 All rights reserved INFORMATION TO ALL USERS The quality of this reproduction is dependent upon the quality of the copy submitted. In the unlikely event that the author did not send a complete manuscript and there are missing pages, these will be noted. Also, if material had to be removed, a note will indicate the deletion. Dissertation Publishing UMI U584548 Published by ProQuest LLC 2013. Copyright in the Dissertation held by the Author. Microform Edition © ProQuest LLC. All rights reserved. This work is protected against unauthorized copying under Title 17, United States Code. ProQuest LLC 789 East Eisenhower Parkway P.O. Box 1346 Ann Arbor, Ml 48106-1346 DECLARATION This work has not previously been accepted in substance for any degree and is not concurrently submitted in candidature for any degree. Signed ....................... (candidate) Date STATEMENT 1 This thesis is being submitted in partial fulfillment of the requirements for the degree of ................................. (insert MCh, MD, MPhil, PhD etc, as appropriate) Signed (candidate) Date .................................. STATEMENT 2 This thesis is the result of my own independent work/investigation, except where otherwise stated. Other sources are acknowledged by explicit references. Signed (candidate) Date I .......... STATEMENT 3 I hereby give consent for my thesis, if accepted, to be available for photocopying and for inter-library loan, and for the title and summary to be made available to outside organisations.
    [Show full text]