Networks - a briefing paper for the Health Foundation - Centre for ...

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Table 1 Network Types has been created to simplify the literature on health and social care networks. There are significant differences (andsimilar characteristics) acoss each respective type. Some networks stick to their type, others a hybrids mixing for instance advocacy andsupport. Table 2 provides examples of Network Types.Table 1: Network TypesManagedNetworksDevelopmental NetworksSocialNetworksAgencyNetworksLearning NetworksAdvocacyNetworksType ofNetworkManaged (+submanaged policyDevelopmental/ HybridClinical& SocialMovementsAgency Enclave / Support /Coalition of InterestCommunities ofPracticeCommonto allnetworksAll networks have different ground rules and organising principles but have similar characteristic e.g. all too varying degrees are useful forcreative solutions; fill gaps that can’t be addressed via conventional systems and structures; and all to varying degrees are based ongenerosity; reciprocity; diversity; fluctuating involvement and distributed leadership.What thisnetwork isuseful forUseful wherecontrolled forms ofintegration of astrongly articulatedset of services arerequired.Enables lucidnessand complex workto be broken downacross differentorganisations.Coordination;brokerage;shared standards;improving practiceEffective atfocusing expertminds on activitiesthat have a widerbenefit to thesystem.Amalgamatinginspirationalleadership andmotivational powerof healthcareprofessionals withthe task focus ofco-ordinatingnetworksBringing hybridhealthcareservices to apopulationacross widegeographicalarea.Strategic use ofscarce resources(money,technology andexpertise) forgreater impact.Instigating policychange.Campaigning.Common Cause.Intelligencegathering.Buildingreputation.Visibility.Learning.Cooperation whenone partydelegates work toanother.Role advocacyandamplification.Shared services/and resourcemobilisation5Unregulated netstructures (e.g. enclaveuseful when voluntaryparticipation, majorcommitment and internalequality of status areexpected/needed)Creative solutions wherethere is shared purposeand no one regulator/organisation /person incharge.Instigates enthusiasticethical, honourable andcommitted activities,Learning aboutidentified practicethrough doing withothers.Role Learning, canalso be aboutdelivery or creationof new knowledge (intheir most matureform)Advocating forshared commoncause
of the parts.based uponintegrity.HowmembersparticipateFrequent meetingsbut with modestoutputBy focusing onspecific tasks(improvinghealthcare accessor standards ofcare for specificpatient groups)where themembers can learnand change.Connection oforganisations toprovide evidencebased healthcareservices,operating acrossdifferent levels.Communicationvia socialmediums.Fluid, dynamicinteraction(London riots viaBlackberryMessenger/networks onestep ahead ofsystem).Can work moreeffectively if sharedwith others.Act togetherthrough mutualinterest,commonality inpurpose and areasof work.Commitment to task,equality of status, andshared experimentingand learning.People embedded inCoP becausesomething needs tobe done and theyidentify with peerswanting to learnabout the same.Participate as mutuallearners.Usually participationis facilitated.Collection oforganisations orindividuals withcommon purposetaking leadershipas required, basedon need.Refinement of corepurpose andagreed impact.No one course ofaction - try, try,try again;LeadershipHierarchical, lessinclusive than othernetwork types,advocacy style ofleadership, withclear tasks andbudgets suits themanagedhierarchical model.Working below thecore hierarchy is inpeer task groups.Boundary spanner(intermediaryleaders)Contextdependant –leadership rotatesdependent onneedEntrepreneurialorTransformationalleadership style(can includesmall team basedleadership);No one leader.May have variousformal/informalleadersSituatedleadership,dynamic leadersmust know when topursue interagencycollaboration.Distributed leadershipInclusive leaders whoseek constructive andfacilitative approacheswork best with enclavetypenetworksRequires anecosystem thatinstigates netweaving across alllevelsRotational basedon issue,availability andneed.Leader open tograssrootsengagement(contextdependent)6
Page 1 and 2: Centre for Innovation in Health Man
Page 3 and 4: 2.4 Agency Networks, Policy Network
Page 5: ‘Networks can take many forms to
Page 9 and 10: Why theyfailIf it struggles toachie
Page 11 and 12: Table 2: Examples of NetworksManage
Page 13 and 14: 1.1.3 The scoping methodologyA brai
Page 15 and 16: pathways, managed clinical networks
Page 17 and 18: in terms of a shared vision, common
Page 19 and 20: Rangachari (Rangachari, 2008) took
Page 21 and 22: Turrini et al (2009) also raise fou
Page 23 and 24: Trying things out: just taking some
Page 25 and 26: Success is attributed/dependant on
Page 27 and 28: 2.2 Developmental NetworksCharacter
Page 29 and 30: transaction costs. Also: ‘...the
Page 31 and 32: The authors acknowledge that the mo
Page 33 and 34: Research has explored regional clus
Page 35 and 36: Networks are essentially a form of
Page 37 and 38: significant social bonds and joint
Page 39 and 40: 3 Network Evaluation and Future of
Page 41 and 42: contractual relationships; the arra
Page 43 and 44: to meet the legal and policy based
Page 45 and 46: Sectors Networks (PSNs) are underst
Page 47 and 48: coordinated manner, unconstrained b
Page 49 and 50: Research has shown that there is no
Page 51 and 52: perhaps are used as a way to avoid
Page 53 and 54: attempted to determine (section 1.2
Page 55 and 56: Leadership, 2, 147-163.BOURDIEU, P.
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DOUGHERTY, T. W., CHEUNG, Y. H. & F
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other social media are reshaping he
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NHS SCOTLAND. 2010. Review of nine
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mental patients in a Manhattan SRO
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AppendixPrinciples of engagement (M
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NHS Networks: The document (NHS NET
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iPrinciples of engagement (MENDIZAB
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