This book combines models, theory and practical advice that guides clinicians, managers and facilitators to lead integrated primary health care. Using case studies and real life examples, the practical sections are cross-referred to theoretical sections that show how theories of whole system learning and change can be applied in different situations. Exercises help the reader to devise their own tailor-made interventions in small organisations, in networks, and in large institutions. The latest theories about leadership in complex situations are covered and challenges to traditional approaches to research and understandings of health are made. This book is perfect for those who lead or teach change in health care institutions such as primary care organisations, in small organisations such as general practices, and through networks. In particular practitioners and managers who wish to make sense of complex interacting factors will find it of great benefit.
Table of Contents
Mapping the territory. New ways of thinking about leadership. The extraordinary potential of primary care organizations. Developing your leadership skills. Moving the story forward. Helping people to inquire and learn together. Infrastructure that facilitates ongoing learning and change. Having the right information at the right time. Looking after yourself. Theories of integration. What can we learn from ‘comprehensive primary health care’?. Where is general practice heading? Towards an integrating theory of knowledge. Towards an integrating theory of health. Reconciling linear and systems thinking. Techniques that integrate linear and systems thinking. Mapping the system of concern. Whole system events. Facilitating learning in groups. Seeing things through different eyes. Interviewing for team players.