Trust, collaboration, adaptation, change, and adoption. These are all terms associated with innovation. The idea of innovation is not new to an organization that wants to make positive and long-lasting change in its structure and delivery of services. It is also not a new idea for those of us who know that we must stay abreast of the ever-increasing new information and technologies in our fields. Although most of us know that innovation is important, organizational members quite often find some obstacles to it in their various workplaces. The health field is no different.
Fortunately, there's a plethora of information and advice about innovation in the literature that is helpful for those of us who want to be members or leaders of innovative organizations. When it comes to innovation in the health care system, Plsek 1 noted the following:
* We must learn and adapt as we go along.
* Innovative ideas can come from anyone in the health care workforce.
* While we can be informed by what worked elsewhere, we must take account of local conditions when implementing change.
* Patterns of thinking and behavior are just as much a part of the system as are structures and processes.
* The spread of innovation is the result of the adoption process, not the other way around.
* The spread of innovation is primarily an issue of knowledge shared through social networks.
* There are nonlinear patterns in the social network that make some individuals more essential than others to the spread of innovation.
* The organizational context with regard to change can differ across organizations, and this matters.
Specifically, Plsek 1 recommended that health care systems establish all-encompassing research and development functions, as well as allocate an ample amount of time networking with other health care systems.
Trust is also an important factor in any successful innovative function or project. Trust includes being authentic with one another-saying what you mean and doing what you say. It also means fulfilling promises, communicating effectively with one another, and remaining highly invested in the process of collaboration and innovation. 2
The articles in this issue of Family & Community Health (27:2) are excellent examples of much of what Plsek discusses. As you will note, these articles cover many age, racial, and geographic groups who either have specific health problems or whose behavior places them at risk for health disruptions. The useful aspect of each article is that it is practical, readable, and can be applied to other communities. I hope you will read these articles in order to gain new knowledge and gather new ideas for innovative projects in your own organization. Like me, you may also gain some useful information that you can apply to your friends and neighbors, aging parents, teens, or your grandchildren. These articles truly are a "treasure trove" of good information-and to make it even better-they are interesting as well.
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