School of Population Health, Royal College of Surgeons in Ireland, Dublin, Ireland.
Graduate School of Healthcare Management, Royal College of Surgeons in Ireland, Dublin, Ireland.
J Health Organ Manag. 2024 Feb 21;38(9):36-44. doi: 10.1108/JHOM-07-2023-0207.
In this viewpoint article, the authors recognize the increased focus in health systems on co-design for innovation and change. This article explores the role of leaders and mangers in developing and enhancing a culture of trust in their organizations to enable co-design, with the potential to drive innovation and change in healthcare.
DESIGN/METHODOLOGY/APPROACH: Using social science analyses, the authors argue that current co-design literature has limited focus on interactions between senior leaders and managers, and healthcare staff and service users in supporting co-designed innovation and change. The authors draw on social and health science studies of trust to highlight how the value-based co-design process needs to be supported and enhanced. We outline what co-design innovation and change involve in a health system, conceptualize trust and reflect on its importance within the health system, and finally note the role of senior leaders and managers in supporting trust and responsiveness for co-designed innovation and change.
Healthcare needs leaders and managers to embrace co-design that drives innovation now and in the future through people - leading to better healthcare for society at large. As authors we argue that it is now the time to shift our focus on the role of senior managers and leaders to embed co-design into health and social care structures, through creating and nurturing a culture of trust.
ORIGINALITY/VALUE: Building public trust in the health system and interpersonal trust within the health system is an ongoing process that relies upon personal behavior of managers and senior leaders, organizational practices within the system, as well as political processes that underpin these practices. By implementing managerial, leadership and individual practices on all levels, senior managers and leaders provide a mechanism to increase both trust and responsiveness for co-design that supports innovation and change in the health system.
在这篇观点文章中，作者认识到卫生系统对合作设计创新和变革的关注度日益提高。本文探讨了领导者和管理者在发展和加强组织信任文化方面的作用，以使合作设计能够促进医疗保健领域的创新和变革。
设计/方法/方法：利用社会科学分析，作者认为当前的合作设计文献对高级领导者和管理者与医疗保健人员和服务用户之间在支持合作设计创新和变革方面的相互作用关注有限。作者借鉴了关于信任的社会和健康科学研究，强调了基于价值的合作设计过程需要得到支持和加强。我们概述了卫生系统中合作设计创新和变革所涉及的内容，概念化了信任，并反思了其在卫生系统中的重要性，最后指出了高级领导者和管理者在支持合作设计创新和变革的信任和响应能力方面的作用。
医疗保健需要领导者和管理者通过以人为本的合作设计来推动现在和未来的创新，从而为整个社会带来更好的医疗保健。作为作者，我们认为现在是时候将我们的注意力转移到高级管理人员和领导者的角色上，通过创建和培养信任文化，将合作设计嵌入到卫生和社会保健结构中。
原创性/价值：在卫生系统中建立公众对卫生系统的信任和人际信任是一个持续的过程，依赖于管理人员和高级领导者的个人行为、系统内的组织实践以及支撑这些实践的政治进程。通过在各个层面实施管理、领导和个人实践，高级管理人员和领导者为合作设计提供了一种机制，以增加信任和响应能力，从而支持卫生系统的创新和变革。
