How to manage the implementation of shared care: a discussion of the role of power, culture and structure in the development of shared care arrangements.
The Dutch health care sector has become familiar with innovation of care delivery in order to meet the changing demand of the steadily ageing population, in need of complex care. Innovations often concern the implementation of shared care models, implying collaboration and substitution of care. Whereas ageing is a European-wide phenomenon, the development of such new care arrangements can be observed not only in The Netherlands, but also in the UK, Scandinavia, Italy and other countries. In this article we discuss the implementation of shared care, with the help of three concepts: power, culture and structure. We discuss the role of these factors from the view that shared care can be considered as inter-professional working within a network context. The central question is how structure, culture and power can offer change managers a starting-point for improving their innovative capacity. To illuminate our discussion we make use of a number of event-descriptions from five Dutch shared care projects. Also, we give some practical recommendations for change managers.
Mur-Veeman
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University of Maastricht, The Netherlands.
Eijkelberg
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Spreeuwenberg
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C
D000368:Aged; D002908:Chronic Disease / Q000628:therapy; D019058:Community Networks / Q000458:organization & administration; D003299:Cooperative Behavior; D019033:Delivery of Health Care, Integrated / Q000458:organization & administration*; D003924:Diabetes Mellitus, Type 2 / Q000628:therapy*; D006302:Health Services Research; D006801:Humans; D007400:Interprofessional Relations; D008173:Lung Diseases, Obstructive / Q000628:therapy*; D017146:Models, Organizational; D009426:Netherlands; D015279:Organizational Culture; D009936:Organizational Innovation; D010348:Patient Care Team / Q000458:organization & administration*; D018802:Patient-Centered Care / Q000458:organization & administration*; D011209:Power, Psychological