Second order change in UK local government: the case of risk management

Purpose - This paper aims to put forward for consideration new insights into the creation of "second order" change in local government. Design/methodology/approach - In-depth interviews were carried out in five local authorities to investigate risk management (RM) processes. Interviewees were guided by, but not limited to, outline questions to avoid imposing any preconceived theories about the structure and range of RM processes. Findings - The extent to which RM was found to be embedded was unexpected, particularly in contrast with observed reactions to previous initiatives. A framework to describe the observed phenomenon is found in the concept of first-order and second-order change and a possible explicatory concept in Hood's analysis of administrative design. Part of the explanation may also lie in the alignment of the initiative aims with the interest of front-line staff. Research limitations/implications - The reported phenomenon is based on a small sample, as is normal in in-depth case study research. Further empirical work is required. Practical implications - If the changes are found to have taken place generally, it may be possible to apply some of the attributes of RM to future initiatives. It may also be possible for individual organisations to build on RM successes in order to develop a "learning culture" which could have a beneficial effect in other areas. Originality/value - Changes in culture are notoriously difficult to achieve. The comparison of the effect of introducing corporate risk management with the effect of previous initiatives may provide some insight into ways of encouraging culture change.