ABSTRACT
This chapter is concerned with ongoing and co-ordinated behaviour change – how do you energise people from different organisations and backgrounds to ask important questions, reflect on the implications of the knowledge they generate and change things in concert. It is targeted at those who lead change in health care institutions such as primary care organisations (PCOs) (a statutory UK organisation, termed primary care trusts (PCTs) in England), in smaller PCOs, such as general practices, and in networks. The chapter explores leadership in complex situations where many things are changing at the same time. It focuses on the dynamic processes of whole-system learning and change, and leadership that enables this. But, stable organisations are also important to support and protect networkactivity, in the same way a spider needs stable structures on which to attach its web.
