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System tools for system change

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dc.contributor.authorWillis, C.
dc.contributor.authorMitton, C.
dc.contributor.authorGordon, J.
dc.contributor.authorBest, A.
dc.date.issued2012
dc.description.abstractBACKGROUND: Health system transformations are influenced by dynamic relationships within and between individuals and institutions, as well as political, educational and legislative factors. This article aims to promote awareness of five tools that recognise this complexity and that are proposed to have value for decision makers: concept mapping, social network analysis, system dynamics modelling, programme budgeting and marginal analysis, and the tools for knowledge management and translation. METHODS: The authors briefly describe the methodological approach of each tool, provide a commentary on the conditions in which these tools have been employed, and discuss their impact on the processes and outcomes of system transformation. An international advisory panel was convened based on a combination of experience, expertise and perspective. The panel assisted in synthesising the evidence relating to each tool and, in partnership with the authors, refined the interpretation of the role and value of each tool for system transformation. FINDINGS: The tools discussed may impact the structural and procedural outcomes of transformation as well as the values, behaviours and attitudes of people undergoing change. The techniques described provide those undertaking transformation with methods to negotiate clinical, academic, political, organisational and cultural perspectives, and recognise the pivotal role of context in transformation. CONCLUSIONS: This review offers a novel synthesis of how these tools may add value to decision making for health policy. The tools discussed, while not a panacea to the challenges of large system change, provide methods that acknowledge the complexity of the transformative challenge and present innovative paths to co-produced solutions.
dc.description.statementofresponsibilityCameron D. Willis, Craig Mitton, Jason Gordon and Allan Best
dc.identifier.citationBMJ Quality and Safety, 2012; 21(3):250-262
dc.identifier.doi10.1136/bmjqs-2011-000482
dc.identifier.issn2044-5415
dc.identifier.issn2044-5423
dc.identifier.urihttp://hdl.handle.net/2440/74234
dc.language.isoen
dc.publisherBMJ Group
dc.rightsCopyright © 2012 by BMJ Publishing Group Ltd and the Health Foundation. All rights reserved.
dc.source.urihttps://doi.org/10.1136/bmjqs-2011-000482
dc.subjectHumans
dc.subjectDecision Support Techniques
dc.subjectSystems Integration
dc.subjectCommunity Networks
dc.subjectSystems Analysis
dc.subjectDecision Making, Organizational
dc.subjectOrganizational Innovation
dc.subjectQuality Assurance, Health Care
dc.subjectKnowledge Management
dc.titleSystem tools for system change
dc.typeJournal article
pubs.publication-statusPublished

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