Interoperability is more than technology: the role of culture and leadership in joined-up care
- Collection:
- Health Policy and Services Research
- Author(s):
- Mistry, Pritesh, author Maguire, David, (Data analyst) author Chikwira, Loreen, author Lindsay, Toby, author
- Contributor(s):
- King's Fund (London, England), issuing body.
- Publication:
- London : The King's Fund, September 2022
- Language(s):
- English
- Format:
- Text
- Subject(s):
- Health Information Interoperability Interinstitutional Relations Leadership Organizational Culture State Medicine United Kingdom
- Genre(s):
- Technical Report
- Abstract:
- Key messages. (1) Integration of care services, collaboration and digital transformation may seem separate but in reality they are deeply inter-related. Digital technologies are key to enabling collaboration between health and care partners in the new integrated care systems. (2) Leaders and staff often have different interpretations of what interoperability is and how it can benefit staff and patients, with no clear consensus. (3) In this report, we define interoperability as how people, systems and processes talk and work together across organisational structures and professions, supported by technology. (4) Interoperability has three equally important aspects that are vital for success: good co-working relationships between staff so that they want to connect; technology that makes co-working as easy as possible; and an enabling environment (in which funding, capacity, skills, education and governance are aligned). (5) Although traditionally seen as a technology problem, good technology is not enough for interoperability. (6) To build and strengthen relationships, people need space and time away from their day-to-day responsibilities, and a structure that can help remove existing power dynamics. (7) Relationships need to be continually developed and strengthened across organisations and professions for interoperability to progress. (8) There need to be improvements in how digital technology functions, specifically: use and adherence to standards for how data is captured and shared; addressing the fragmentation of technologies; and simplifying the multiple approaches to data-sharing. (9) Leaders need to work collectively to minimise power dynamics; staff need to be supported to lead change projects; and communications should reinforce a collaborative working culture. (10) National NHS bodies should consider making changes to funding and funding timescales, using whole-system incentives and national initiatives to enable progress on interoperability.
- Copyright:
- Reproduced with permission of the copyright holder. Further use of the material is subject to CC BY license. (More information)
- Extent:
- 1 online resource (1 PDF file (i, 64 pages, 1 unnumbered page))
- Illustrations:
- Maps
- NLM Unique ID:
- 9918521987906676 (See catalog record)
- ISBN:
- 9781915303042
- Permanent Link:
- http://resource.nlm.nih.gov/9918521987906676