“…In relation to the heterogeneity of CESFAMs in Chile regarding their level of complexity [ 49 ], geographic location, structural characteristics, number of beneficiaries, funding levels, and other administrative variables, Díaz and Galán [ 9 ] consider that these “contextual and structural differences in health centers would not make the achievement of quality, goals, good practices, accreditation and excellent care comparable to transversal levels”. This places the management of people at the center of the discussion, since, in such varied environments, the management skills of the directors, the variables, the social skills of the staff, and the motivation and leadership of the interdisciplinary teams of primary care are highly relevant both in the planning of improvements, the result of an accreditation process, and in the improvements that are essential to develop a culture of quality management [ 9 , 10 , 50 , 51 ].…”