THE PAPER IS BASED ON A SERIES OF RESEARCH STUDIES CONCERNED WITH HEALTH SERVICES, BUT THEY ALSO DREW ON EXPERIENCE WITH VARIOUS BRITISH CENTRAL GOVERNMENT DEPARTMENTS AND LOCAL AUTHORITIES. THESE STUDIES SHOW THAT MANY CIVIL SERVANTS ARE ADEPT AT ADMINISTERING PRESENT POLICIES AND LEGISLATION, BUT WHEN CHANGE IS IMPOSED EXTERNALLY, THE APPROACH IS OFTEN ONE OF MUDDLING THROUGH. IT IS PROPOSED THAT CHANGES BE IDENTIFIED AS EITHER PLANNING MATTERS REQUIRING ANALYTIC THOUGHT, OR ADMINISTRATIVE MATTERS REQUIRING ACTION. SELECTION CRITERIA SHOULD BE THE SIZE AND IMPORTANCE OF THE ISSUE, THE NATURE OF THE ISSUE, FUTURE IMPLICATIONS OF THE ISSUE, AND THE POLITICAL SETTING. THE QUESTIONS WHICH SHOULD BE ASKED INCLUDE: WHAT RESOURCES WILL BE NEEDED FOR THIS CHANGE; HOW MANY PERSONS IT WILL AFFECT; HOW COMPLEX THE PROBLEM IS; HOW MUCH INNOVATION WILL BE REQUIRED; WHAT THE FUTURE IMPLICATIONS OF THE CHANGE ARE; WHETHER DECISIONS CAN BE REVERSED; AND HOW URGENT THE RESPONSE MUST BE. APPLICATION OF THESE QUESTIONS TO VARIOUS PROBLEMS IS DISCUSSED. DIAGRAMS ILLUSTRATE THE DECISIONMAKING STEPS. A BIBLIOGRAPHY IS APPENDED. (GLR)