Understanding Institutional Conversion : The Case of the National Reporting and Learning System *

This article focuses on one type of institutional change: conversion. One innovative approach to institutional change, the ‘political-coalitional approach’, acknowledges that: institutions can have unintended effects which may privilege certain groups over others; institutions are often created and sustained through compromise with external actors; and institutions’ external context can vary significantly over time, as different coalitions’ power waxes and wanes. This approach helps explain the conversion of one institution drawn from the U.K. National Health Service, the ‘National Reporting and Learning System’. However, the shift of this System from producing formative information to facilitate learning to promote safer care, towards producing summative information to support resource allocation decisions, cannot be explained merely by examining the actions of external power coalitions. An internal focus, which considers factors which are normally viewed as ‘organisational’ (such as leadership and internal stability), is also required.