Microsystems culture change: a refined theory for developing person-centred, safe and effective workplaces based on strategies that embed a safety culture

The Venus model for integrating practitioner‐led workforce transformation and complex change across the health care system

“…This paper presents the Venus model for guiding workforce transformation from micro‐ to macro‐systems level of the health economy. The model is a synthesis of the theoretical and practical insights derived from four interconnected national and international practice‐based research studies involving practitioners and patients over the past 4 years. This has been honed and refined by working with our International Fellows network, many of whom are service users, as well as presenting for discussion at a range of workshops, international conferences, and sessions involving patients and the public (Figure ).…”

“…Our published studies , have provided detailed insights into culture change at the micro systems level, although organizational factors were also contextually recognized. The skills for culture change at the micro systems level are particularly important, as this is where care is provided and experienced .…”

“…Culture is about the ways things are done around here , and this is extremely influential on the social norms adopted, underpinned by values, beliefs, and assumptions and will therefore influence whether any transformation can be achieved. Insights from our published research, identified transformation of workplace culture as one of the key sub‐purposes of CPD contributing to service user's experience of person‐centred, safe, and effective care. This was also interdependent with contexts that develop a culture of inquiry, learning, and implementation, and its impact on developing professional skills, as well as developing a culture for knowledge translation, and expanding and maintaining the skills and competences to meet the changing needs of people .…”

“…This was also interdependent with contexts that develop a culture of inquiry, learning, and implementation, and its impact on developing professional skills, as well as developing a culture for knowledge translation, and expanding and maintaining the skills and competences to meet the changing needs of people . The individual enablers of role clarity, transformational leadership, and skilled facilitation are essential ingredients for culture change …”

“…It is leadership and relationships that are the most influential ways of changing culture (Figure ), and this is helped if organizational enablers are also present, these being Collaborative and authentic senior leadership; Focus on supporting bottom‐up change, organizational readiness, and human resource management's role in recruiting for shared values; Embedding values in organizational systems for learning, development, and improvement, based on appreciation of what works, and growing organizational; capacity, and capability in leadership and facilitation …”