What is it about?
The paper seeks to assist public sector leaders to take a balanced and impactful approach to transformation programmes which aim to deliver integrated healthcare. The paper highlights the balance of attention paid in these programmes across elements of leadership, strategy, structure and people, and aims to highlight where this balance can sit to encourage more successful and sustainable transformations, with an increased focus on interpersonal and inter-professional engagement and interaction across workforce and service users.
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Why is it important?
Building on existing research, this paper makes a valuable contribution to the discourse on how to deliver the required health and care integration agenda in a more accessible way and sustainably, moving away from short-term, quick-fix approaches and considers how to accommodate the role of interpersonal interaction as the vehicle for change.
Perspectives
I found writing this article helpful as it pointed towards answering a question I and many others have been asking for decades: 'Why are we making such slow progress with public sector transformation, despite seeming to know the answers and being committed to delivering it?' My original hypothesis centred on the dominant role of leadership in hierarchal situations, but the findings surprised me in pointing to just how little meaningful leadership activity was often present in transformation programmes.
Paul Olaitan
University of Bedfordshire
Read the Original
This page is a summary of: Who works! from fragmentation to coherence through collaborative, constructive communication, Journal of Integrated Care, December 2024, Emerald,
DOI: 10.1108/jica-12-2023-0097.
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