Primary Health Care Innovation Sites: Learning to Create New Cultures of Care

Abstract

The researchers who produced this chapter aimed to identify how 'organisations learn to spread and institutionalise good ideas about providing primary health care'. Using their study data, they illustrate how organisational learning occurred within ten primary health innovation sites launched in 2005, in Alberta and British Columbia. They examined how learning was enhanced by the development of inter-disciplinary teams, and the challenges and benefits of developing and maintaining a positive relationship between the physician and regional health authority. Introduction of strategic management techniques to improve patient flow and provide continuous service, improving knowledge transfer and determining strategies appropriate for local use were also contributory factors. The study found how good practice was shared, including designating individuals to transfer knowledge. The study contributes to the understanding of implementing organisational change, and the roles played by organisational learning in conceiving, diffusing and sustaining change in multi-jurisdictional public sector contexts. Cites 13 references.