Article type
Year
Abstract
Introduction: Fields are the new development in the Collaboration but only four have registered. Perhaps Field establishment is a difficult process about which little is known.
Objective: To report learning from the initiation of a Field (Health Care of Older People).
Methods: Qualitative study using a basic strategic management model.
Results: Field establishment involves iteration between analysis (four issues) and implementation (three issues).
Discussion:
Analysis:
1. Understand the environment: consider health care development with its complex and dynamic drivers to change. Take the temperature with an Exploratory meeting, liaison with Journals, discussion with research community, service providers, other disciplines and funders.
2. Clarify what is required and define capabilities: five months were spent working out the future role, a process which continued until registration. Consider the range of resources (physical, human, financial, and intangibles) and try to identify a unique competence.
3. Become immersed in the Collaboration's culture: it is rich in stories, symbols, and rituals/routines. Learn the language, jargon and timing.
4. Identify and map stakeholders: the support and guidance of two Cochrane Centres was invaluable. Work widely and participatively.
Implementation:
1. Work out how to deploy resources: the high central control of the Collaboration helps focus but must be balanced with the needs of participants (the main resource). Many activities are expected, so prioritise. Registration took 18 months but this could be shortened using recognised techniques
2. Devise a structure: the challenge is the tension between central control & independence in an international organisation - a transnational model is being developed but be prepared to change. Remember the overall Collaboration may also be changing as you are!
3. Communicate: a clear vision is needed. A strategy was written and publicised to form the basis of the registration application. Make sure people understand the registration "Catch 22".
Conclusion: Establishing Fields is complex and can be successful by utilising aspects of basic strategic management.
Objective: To report learning from the initiation of a Field (Health Care of Older People).
Methods: Qualitative study using a basic strategic management model.
Results: Field establishment involves iteration between analysis (four issues) and implementation (three issues).
Discussion:
Analysis:
1. Understand the environment: consider health care development with its complex and dynamic drivers to change. Take the temperature with an Exploratory meeting, liaison with Journals, discussion with research community, service providers, other disciplines and funders.
2. Clarify what is required and define capabilities: five months were spent working out the future role, a process which continued until registration. Consider the range of resources (physical, human, financial, and intangibles) and try to identify a unique competence.
3. Become immersed in the Collaboration's culture: it is rich in stories, symbols, and rituals/routines. Learn the language, jargon and timing.
4. Identify and map stakeholders: the support and guidance of two Cochrane Centres was invaluable. Work widely and participatively.
Implementation:
1. Work out how to deploy resources: the high central control of the Collaboration helps focus but must be balanced with the needs of participants (the main resource). Many activities are expected, so prioritise. Registration took 18 months but this could be shortened using recognised techniques
2. Devise a structure: the challenge is the tension between central control & independence in an international organisation - a transnational model is being developed but be prepared to change. Remember the overall Collaboration may also be changing as you are!
3. Communicate: a clear vision is needed. A strategy was written and publicised to form the basis of the registration application. Make sure people understand the registration "Catch 22".
Conclusion: Establishing Fields is complex and can be successful by utilising aspects of basic strategic management.