A facilitated approach to developing collaborative action in primary healthcare
by Lynne D. Rosenborg
International Journal of Healthcare Technology and Management (IJHTM), Vol. 5, No. 1/2, 2003

Abstract: This paper argues that change needs to be participatory for it to be sustainable. The following case study describes how a project, facilitating a model for change, initially failed to involve people but, subsequently, achieved their participation and was then able to claim success in promoting the development of primary healthcare in the UK. Success became achievable when the relationship between the original model for change and the participatory evaluation process became complementary and synergetic. The integrated model was able to foster personal learning, problem solving and collaborative action. Overall, it appeared that once the project's participants became actively involved it was their personal learning and knowledge development that was key to furthering and sustaining organisational change in primary healthcare.

Online publication date: Thu, 28-Aug-2003

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