Department for Economy and Health, University of Continuing Education Krems, Krems, Austria.
Employee Wellbeing Service, Aneurin Bevan University Health Board, Caerleon, UK.
BMC Health Serv Res. 2024 Apr 13;24(1):467. doi: 10.1186/s12913-024-10930-3.
Public health initiatives require coordinated efforts from healthcare, social services and other service providers. Organisational theory tells us that trust is essential for reaching collaborative effectiveness. This paper explores the drivers for initiating and sustaining trust in a temporary public health partnership, in response to a sudden health threat.
This qualitative study analysed the formation process of a multisector partnership for a Covid-19 contact tracing service. Data was collected through 12 interviews, two focus groups, one feedback workshop, and an online survey with workforce members from all seven partner organisations. Purposive maximum variation sampling was used to capture the reflections and experiences of workforce members from all seven partner organisations. A deductive code scheme was used to identify drivers for building and sustaining trust in inter-organisational collaboration.
Relational mechanisms emanating from the commitment to the common aim, shared norms and values, and partnership structures affected trust-building. Shared values and the commitment to the common aim appeared to channel partners' behaviour when interacting, resulting in being perceived as a fair, reliable and supportive partner. Shared values were congruent with the design of the partnership in terms of governance structure and communication lines reflecting flat hierarchies and shared decision-making power. Tensions between partner organisations arose when shared values were infringed.
When managing trust in a collaboration, partners should consider structural components like governance structure, organisational hierarchy, and communication channels to ensure equal power distribution. Job rotation, recruitment of candidates with the desired personality traits and attitudes, as well as training and development, encourage inter-organisational networking among employees, which is essential for building and strengthening relationships with partner organisations. Partners should also be aware of managing relational dynamics, channelling behaviours through shared values, objectives and priorities and fostering mutual support and equality among partner organisations.
公共卫生举措需要医疗保健、社会服务和其他服务提供者共同努力。组织理论告诉我们，信任对于实现协作效果至关重要。本文探讨了在应对突发健康威胁时，临时公共卫生伙伴关系中建立和维持信任的驱动因素。
本定性研究分析了为新冠病毒接触者追踪服务建立多部门伙伴关系的形成过程。通过对来自所有七个合作伙伴组织的工作人员进行 12 次访谈、两次焦点小组讨论、一次反馈研讨会和一次在线调查，收集了数据。采用目的性最大差异抽样，以捕获来自所有七个合作伙伴组织的工作人员的反思和经验。使用演绎代码方案来确定在组织间合作中建立和维持信任的驱动因素。
源于对共同目标的承诺、共同规范和价值观以及伙伴关系结构的关系机制影响了信任的建立。共同价值观和对共同目标的承诺似乎引导了合作伙伴在互动时的行为，使他们被视为公平、可靠和支持性的合作伙伴。共同价值观与伙伴关系的设计在治理结构和沟通渠道方面是一致的，反映了扁平化的层级结构和共同决策权。当共同价值观受到侵犯时，合作伙伴组织之间就会出现紧张关系。
在管理合作中的信任时，合作伙伴应考虑治理结构、组织层级和沟通渠道等结构性因素，以确保权力的平等分配。岗位轮换、招聘具有理想个性特征和态度的候选人，以及培训和发展，鼓励员工之间的组织间网络，这对于建立和加强与合作伙伴组织的关系至关重要。合作伙伴还应注意管理关系动态，通过共同价值观、目标和优先事项引导行为，并在合作伙伴组织之间促进相互支持和平等。
