Pilot projects are increasingly used as a mechanism to enact organisational change, particularly government policy. Information technology's centrality to organisations often makes it key to the introduction of new processes. However, it can give rise to workarounds as employees circumvent impediments it presents by rejecting its prescribed use. Workarounds tend to be conceptualised dichotomously, as either ‘good’ problem solving, or ‘bad’ subversion of the technology. In pilot projects, workarounds are more ambiguous because those that support projects' successful completion in the short‐term may undermine day to day operations longer term. We draw on interview data from a policy pilot in general practice in the National Health Service in England aimed at extending access to care. We problematise the dichotomous conceptualisation of workarounds, finding they can be simultaneously supportive and undermining of policy pilots. Workarounds thereby become political, as employees are required to trade‐off consequences for themselves and the wider organisation.

中文翻译：

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NHS中政策试点的模棱两可的变通办法：组织变革项目的张力，权衡和遗留

试点项目越来越多地被用作实施组织变革的机制，特别是政府政策。信息技术在组织中的中心地位通常使其成为引入新流程的关键。但是，由于员工通过拒绝其规定的用途来规避存在的障碍，因此它可能会导致变通方法。解决方法往往被分为两类，即解决技术的“好”或“坏”的颠覆。在试点项目中，变通方法更具不确定性，因为那些支持短期内成功完成项目的变通方法可能会破坏长期的日常运营。我们借鉴了英国国家卫生局一般实践中政策试点的采访数据，旨在扩大获得医疗服务的机会。我们对变通方法的二分概念化提出了质疑，发现它们可以同时支持和破坏政策试点。因此，变通方法就变得政治化了，因为要求员工权衡自己和整个组织的后果。