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Is the PRISMA-France glass half-full or half-empty? The emergence and management of polarized views regarding an integrative change process.

Etheridge F, Couturier Y, Trouvé H, Saint-Jean O, Somme D - Int J Integr Care (2009)

Bottom Line: The PRISMA-France pilot project is aimed at implementing an innovative case management type integration model in the 20th district of Paris.While neither of these two views appears entirely justified, analyzing the factors underlying their differences pinpoints some of the challenges involved in managing the spread of an integrated service delivery network.Meticulous preparation for the change management role and communication of the time and effort required for a wholesale institutional change process may be significant factors for a successful integrative endeavor.

View Article: PubMed Central - PubMed

Affiliation: Université de Sherbrooke, 1036, rue Belvédère Sud, Sherbrooke, Quebec, Canada J1H 4C4.

ABSTRACT

Aim: The PRISMA-France pilot project is aimed at implementing an innovative case management type integration model in the 20th district of Paris. This paper apprehends the emergence of two polarized views regarding the progression of the model's spread in order to analyze the change management enacted during the process and its effects.

Method: A qualitative analysis was conducted based on an institutional change model.

Results: Our results suggest that, according to one view, the path followed to reach the study's current level of progress was efficient and necessary to lay the foundation of a new health and social services system while according to the other, change management shortcomings were responsible for the lack of progress.

Discussion: While neither of these two views appears entirely justified, analyzing the factors underlying their differences pinpoints some of the challenges involved in managing the spread of an integrated service delivery network. Meticulous preparation for the change management role and communication of the time and effort required for a wholesale institutional change process may be significant factors for a successful integrative endeavor.

No MeSH data available.


Related in: MedlinePlus

Greenhalgh et al.'s [12] conceptual framework for the spread of innovations in service organizations.
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fg002: Greenhalgh et al.'s [12] conceptual framework for the spread of innovations in service organizations.

Mentions: Secondly, Greenhalgh et al.'s [12] conceptual framework for the spread of innovations in service organizations features three main categories of spread: a) ‘let it happen’, which is essentially emergent and ‘unprogrammed’; b) ‘help it happen’, which is essentially social and negotiated; and c) ‘make it happen’, which is essentially programmed and managed (see Figure 2).


Is the PRISMA-France glass half-full or half-empty? The emergence and management of polarized views regarding an integrative change process.

Etheridge F, Couturier Y, Trouvé H, Saint-Jean O, Somme D - Int J Integr Care (2009)

Greenhalgh et al.'s [12] conceptual framework for the spread of innovations in service organizations.
© Copyright Policy
Related In: Results  -  Collection

Show All Figures
getmorefigures.php?uid=PMC2807121&req=5

fg002: Greenhalgh et al.'s [12] conceptual framework for the spread of innovations in service organizations.
Mentions: Secondly, Greenhalgh et al.'s [12] conceptual framework for the spread of innovations in service organizations features three main categories of spread: a) ‘let it happen’, which is essentially emergent and ‘unprogrammed’; b) ‘help it happen’, which is essentially social and negotiated; and c) ‘make it happen’, which is essentially programmed and managed (see Figure 2).

Bottom Line: The PRISMA-France pilot project is aimed at implementing an innovative case management type integration model in the 20th district of Paris.While neither of these two views appears entirely justified, analyzing the factors underlying their differences pinpoints some of the challenges involved in managing the spread of an integrated service delivery network.Meticulous preparation for the change management role and communication of the time and effort required for a wholesale institutional change process may be significant factors for a successful integrative endeavor.

View Article: PubMed Central - PubMed

Affiliation: Université de Sherbrooke, 1036, rue Belvédère Sud, Sherbrooke, Quebec, Canada J1H 4C4.

ABSTRACT

Aim: The PRISMA-France pilot project is aimed at implementing an innovative case management type integration model in the 20th district of Paris. This paper apprehends the emergence of two polarized views regarding the progression of the model's spread in order to analyze the change management enacted during the process and its effects.

Method: A qualitative analysis was conducted based on an institutional change model.

Results: Our results suggest that, according to one view, the path followed to reach the study's current level of progress was efficient and necessary to lay the foundation of a new health and social services system while according to the other, change management shortcomings were responsible for the lack of progress.

Discussion: While neither of these two views appears entirely justified, analyzing the factors underlying their differences pinpoints some of the challenges involved in managing the spread of an integrated service delivery network. Meticulous preparation for the change management role and communication of the time and effort required for a wholesale institutional change process may be significant factors for a successful integrative endeavor.

No MeSH data available.


Related in: MedlinePlus