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Health service use of whole system interventions

Mark A. Papworth (North Tyneside Primary Care Trust, Wallsend Health Centre, Tyne & Wear, UK)
Ann Crosland (Northumbria University, Newcastle‐upon‐Tyne, UK)

Journal of Management Development

ISSN: 0262-1711

Article publication date: 1 July 2005

970

Abstract

Purpose

This paper aims to evaluate a whole system intervention (WSI) that was applied to North Tyneside (UK) adult mental health services and offer a discussion on the broader implications of these results. WSIs are brief, participant‐intensive, democratic change methods that are widely utilised but have received relatively little empirical consideration.

Design/methodology/approach

Two methods were used for the WSI evaluation: comparative (of local documentary evidence with scientific and professional sources); and qualitative (analysis of semi‐structured interviews with project planners, stakeholders and participants).

Findings

Issues emerged from the research associated principally with the following topics: system definition, power, stakeholder representation, facilitator role, intervention planning, as well as WSI follow‐up and time‐scale.

Originality/value

Guidance is offered associated with WSI methodology choice and its implementation within a health service context.

Keywords

Citation

Papworth, M.A. and Crosland, A. (2005), "Health service use of whole system interventions", Journal of Management Development, Vol. 24 No. 6, pp. 519-529. https://doi.org/10.1108/02621710510600973

Publisher

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Emerald Group Publishing Limited

Copyright © 2005, Emerald Group Publishing Limited

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