ABSTRACT
In this chapter, the author describes distinguishes between invention and innovation. This chapter describes a range of primary care organizations. The introduction of a general management culture challenged the collusive, functionally specialized nature of National Health Service careers and reminded us that the capacity to bring about change was individual rather than occupational. Many General practice (GP) partnerships are dysfunctional as groups, which is why many practices are dysfunctional as organizations, despite the best efforts of the practice manager and staff. The chapter describes working models of primary care provision and suggests that some general practitioners (GPs) are now building unprecedented relationships with other professions and organizations. The chapter also describes the infant organizations were also asked to contain the dependency of many people. It serves as a testament to the leadership capacity of its GP contributors. Mutuality discovered in shared business and investment strategy may well stimulate greater mutuality in formulating and implementing new clinical strategies.
