The BC Patient Safety & Quality Council has a mandate to bring health system stakeholders together in a collaborative partnership to improve quality of care. Our experience has demonstrated the value of networks to provide a forum for individuals to “think like a system,” considering the perspectives of others in addressing system issues. This transition from silo-based thinking is important as we move to improve the quality of care at the pace that is required.
Get full access to this article
View all access options for this article.
References
1.
BevanHHamCPlsekP. The next leg of the journey: How do we make high quality care for all a reality?2008.
2.
BevanH. How can we build skills to transform the healthcare system?. Journal of Research in Nursing2010; 15(2)139–148.
3.
BibbyJBevanHCarterEBatePRobertG. The Power of One, the Power of Many: Bringing Social Movement Thinking to Health and Healthcare Improvement. Coventry, UK: NHS Institute for Innovation and Improvement; 2009.
4.
KingSPetersonL. How effective leaders achieve success in critical change initiatives, Part 3: Command and let go of control. Healthcare Quarterly2007; 10(3)58–62.
5.
Stanton Marris. Roots of Organizational Energy. United Kingdom; 2010.
6.
BatePRobertGBevanH. The next phase of healthcare improvement: What can we learn from social movements?. Quality & Safety in Health Care2004; 13(1)62–66.
7.
GanzM. Why David Sometimes Wins: Leadership, Organization, and Strategy in the California Farm Worker Movement. New York, New York: Oxford University Press; 2008.
McAdamDTarrowSTillyC. To map contentious politics. Mobilisation1995; 1(1)17–34.
10.
ProvanKMilwardH. Do networks really work? A framework for evaluating public-sector organizational networks. Public Administration Review2001; 61(4)414.
11.
WoolcockM. Social capital and economic development: Toward a theoretical synthesis and policy framework. Theory and Society1998; 27(2)151–208.
12.
McCannonCPerlaR. Learning networks for sustainable, large-scale improvement. Joint Commission Journal on Quality and Patient Safety/Joint Commission Resources [serial on the Internet]2009; 35(5)286–291 [cited January 16, 2011].
13.
GilchristA. Maintaining relationships is critical in network's success. Healthcare Papers; 7(2): 28–31.
14.
HuertaTCasebeerAVander PlaatM. Using networks to enhance health service delivery: Perspectives, paradoxes and propositions. Healthcare Papers2006; 7(2)10–26.
BruchHVogelB. Fully Charged: How Great Leaders Boost Their Organizational Energy and Ignite High Performance. Boston, MA: Harvard Business School Publishing; 2011.
17.
DaviesHTONutleySMMannionR. Organisational culture and quality of health care. Quality in Health Care2000; 9: 111–119.
