What prevents prevention? Lessons from the failure of a university alcohol and drug policy

This paper describes an investigation of why an attempt at alcohol and drug problem prevention failed. Between 1986 and 1991 a comprehensive policy on alcohol and drug use was developed in a university in Western Australia. Using a key-informant approach, 26 'players' central to the decision to reject the policy were interviewed, and relevant university documents were examined. The failure of the initiative was found to be caused not only by bad policy formulation (for example, the perceived poor tone of the document, concerns about content and general presentation) but also to bad process. Lack of effective consultation, suspicions about the origins of the policy, distrust and dislike of the policy presenters and concerns about the aim of the policy were cited as major impediments. The central tenet of the policy, that in order to reduce alcohol problems everyone must reduce their drinking, was rejected by most of the decision makers. Perceptions that members of the policy working party were taking an anti-alcohol stance engendered criticisms that the policy reflected the work of 'wowsers' and 'health zealots'. The major lessons learned were that policy formulation, presentation and negotiation are skilled tasks. Preventers need a range of abilities with perhaps the foremost being the capacity to listen to criticism, consult genuinely and implement change slowly. The notion that preventers know what is good for other people needs to be avoided. Preventive policy, if it is to be implemented, has to be introduced by invitation not imposition.