JSTOR is a not-for-profit service that helps scholars, researchers, and students discover, use, and build upon a wide range of content in a trusted digital archive. We use information technology and tools to increase productivity and facilitate new forms of scholarship. For more information about JSTOR, please contact support@jstor.org. This content downloaded from 169.230.Abstract. Saaty's Analytic Hierarchical Process is one of the most commonly used methods of prioritizing the elemental issues in a complex problem. This paper goes some way towards overcoming some objections to the method and offers an explanation as to why the method is more suitable for simple prioritization rather than for the much more useful task of the quantification and weightings for the issues. It suggests a strategy for overcoming this limitation and, incidentally, indicates how the application of the method might be extended to cater for the case of judgements determined by consensus among a panel rather than by a single individual.

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The paper is foremost in determining structure and processes employed on the programme, specific leadership skills developed, subsequent effect on clinical practice and perceived organisational benefits gained but not necessarily contemplated by staff prior to embarking on the programme, such as the emergence of communities of practice.

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