Search results for ‘Subject term:"integrated services"’ Sort:
Results 1 - 3 of 3
The role of leadership in learning and knowledge for integration
- Author:
- WILLIAMS Paul
- Journal article citation:
- Journal of Integrated Care, 20(3), 2012, pp.164-174.
- Publisher:
- Emerald
This review examines the role and approach to leadership for learning and knowledge management within integrated care. It analyses the findings from case study research in South Wales which generated evidence from in-depth qualitative interviews with a diverse set of health and social care managers and professionals. Findings suggest that the leadership role for learning and knowledge management needs to focus on four main areas – promoting common purpose, developing a collaborative culture, facilitating multi-disciplinary teamwork, and developing learning and knowledge management strategies. The most effective leadership approach to undertake these roles is predominantly collaborative but may need to be flexible to reflect the hierarchical imperatives of performance and accountability. The author concludes with a discussion of a number of implications that stem from the findings for policy and practice in terms of leadership development and training, and for the design of planned strategies for learning and knowledge management.
The life and times of the boundary spanner
- Author:
- WILLIAMS Paul
- Journal article citation:
- Journal of Integrated Care, 19(3), 2011, pp.26-33.
- Publisher:
- Emerald
In this conceptual paper, the author explores the role and nature of boundary spanners; described here as “a dedicated cadre of people who operate within collaborative arenas”. The definition includes individuals who have a job role or responsibility to work in a multi-agency and multi-sectoral environment and to engage in boundary-spanning activities, processes and practices. Boundary spanners within collaborative health and social care settings include, care co-ordinators, partnership officers, locality managers and joint commissioning officers. The paper identifies the particular skills and competencies that these workers exhibit and reflects on the tensions and ambiguities that they face in their everyday work. The author presents an analysis of the recent history of UK health and social care in relation to the role boundary spanners operating within intra- and inter-sectoral collaborative environments, including partnerships, alliances, networks, consortia and forms of integration. He concludes that boundary spanners have an important and distinct role to play in managing the highly interdependent and collaborative arenas found in health and social care. They deploy a range of competencies, supported by relevant knowledge, experience and personal attributes. It is suggested that the value of the boundary spanners role must be reflected in appropriate investment in their training and development.
Despite all we know about collaborative working, why do we still get it wrong?
- Authors:
- WILLIAMS Paul, SULLIVAN Helen
- Journal article citation:
- Journal of Integrated Care, 18(4), August 2010, pp.4-15.
- Publisher:
- Emerald
Collaborative working between health and social care in the UK continues to be an integral component of public policy. There is a fund of practical and theoretical advice on how to work effectively in collaboration, but despite this collaborative working often proves to be too difficult and frequently fails to live up to expectations. This paper investigates why this might be the case, exploring aspects that frequently derail well-intentioned collaborative endeavours. It draws on a research study on integration in health and social care in Wales which aimed to discover what works from the perspective of the managers and practitioners involved in a number of case studies. The case studies provided examples of different types of integration in different contexts. Interviews with people involved in the case studies highlighted 4 particular areas of concern: motivation and meaning, capacity and capability, learning, and conceptualising and measuring success. Arguing that better management of these factors should improve overall effectiveness, the article concludes with a plea for greater understanding of the complex interplay between structural factors and the influences of individuals.