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

Abstract

Aims and objectives The aim of this paper is to present the Venus model for workforce transformation, demonstrating its research origins, theoretical foundations, and practical application for enabling individuals, teams, and services to sustain transformation in the workplace. Methods The paper provides a brief synopsis of how the Venus model was generated from four large‐scale mixed‐method studies embracing workforce transformation, safety culture, integrated facilitation, and continuous professional development. Results The Venus model has five stems and identifies key integrated skill sets pivotal to successful transformation, which are interdependent: Being able to facilitate an integrated approach to learning, development, improvement, knowledge translation, inquiry, and innovation—drawing on the workplace itself as an influential resource; Being a transformational and collective leader building relationships that encourage curiosity, creativity, and harnessing the talents of all not just a few; Being a skilled practice developer focused on achieving the key values of being person‐centred, and the ways of working that are collaborative, inclusive, and participative; Applying improvement skills that enable small step change using measurement wisely to focus on measuring what is valued as well as evaluating positive progress; and, finally Facilitating culture change at the micro‐systems level while being attuned to the organizational and systems enablers required to support this. Conclusion The paper concludes with consideration of implications for implementation of the model and its relevance for practice, policy, education, and future research as well as outlining potential limitations and conclusions.

System wide learning from first wave Covid 19: A realist synthesis of what works?

“…Strong working relationships, collective leadership and micro system cultures that support learning, development and cross boundary integrated working are the characteristics of high performing teams. Their development requires active investment across systems [21].…”

“…Effective teamwork is a core component for transformation [20,21]. Recognised by notable cohesion, interprofessional teamwork and community collaboration resulting from a shared purpose and direction in the pandemic.…”

“…Facilitation work encourages people at all levels of the system to see their problems and possible solutions in light of the workplace context and wider health and social care system, including the roles they play, as possibilities to modify or solve challenges, rather than just "put up with them" [27: p. 6]. Manley and Jackson [21] argue that this needs to be complemented by skills in practice development, leadership, culture change, improvement and innovation.…”

Editorial introduction: Decision making, reasoning, context, and perspective

“…[18][19][20] The edition concludes with a number of papers proposing innovative methods for implementing and evaluating the impact of PCC and SDM. [21][22][23][24][25][26][27][28][29][30][31][32][33][34][35] Again, the core concepts of PCC and SDM are explored across a very diverse set of contexts. It would of course be misleading to present this edition as the "conclusion" of the debate commenced in our previous thematic issue on this subject.…”

“…The edition concludes with a number of papers proposing innovative methods for implementing and evaluating the impact of PCC and SDM . Again, the core concepts of PCC and SDM are explored across a very diverse set of contexts.…”