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dc.creatorKhan, Sobia
dc.creatorVandermorris, Ashley
dc.creatorShepherd, John
dc.creatorBegun, James W.
dc.creatorLanham, Holly Jordan
dc.creatorUhl-Bien, Mary
dc.creatorBerta, Whitney
dc.date.accessioned2019-07-12T16:02:08Z
dc.date.available2019-07-12T16:02:08Z
dc.date.issued2018-03-21
dc.identifier.urihttps://doi.org/10.1186/s12913-018-2994-0
dc.identifier.urihttps://repository.tcu.edu/handle/116099117/26432
dc.identifier.urihttps://bmchealthservres.biomedcentral.com/articles/10.1186/s12913-018-2994-0
dc.description.abstractBackground: Complexity thinking is increasingly being embraced in healthcare, which is often described as a complex adaptive system (CAS). Applying CAS to healthcare as an explanatory model for understanding the nature of the system, and to stimulate changes and transformations within the system, is valuable. Main text: A seminar series on systems and complexity thinking hosted at the University of Toronto in 2016 offered a number of insights on applications of CAS perspectives to healthcare that we explore here. We synthesized topics from this series into a set of six insights on how complexity thinking fosters a deeper understanding of accepted ideas in healthcare, applications of CAS to actors within the system, and paradoxes in applications of complexity thinking that may require further debate: 1) a complexity lens helps us better understand the nebulous term "context"; 2) concepts of CAS may be applied differently when actors are cognizant of the system in which they operate; 3) actor responses to uncertainty within a CAS is a mechanism for emergent and intentional adaptation; 4) acknowledging complexity supports patient-centred intersectional approaches to patient care; 5) complexity perspectives can support ways that leaders manage change (and transformation) in healthcare; and 6) complexity demands different ways of implementing ideas and assessing the system. To enhance our exploration of key insights, we augmented the knowledge gleaned from the series with key articles on complexity in the literature. Conclusions: Ultimately, complexity thinking acknowledges the "messiness" that we seek to control in healthcare and encourages us to embrace it. This means seeing challenges as opportunities for adaptation, stimulating innovative solutions to ensure positive adaptation, leveraging the social system to enable ideas to emerge and spread across the system, and even more important, acknowledging that these adaptive actions are part of system behaviour just as much as periods of stability are. By embracing uncertainty and adapting innovatively, complexity thinking enables system actors to engage meaningfully and comfortably in healthcare system transformation.en_US
dc.language.isoenen_US
dc.publisherBioMed Central
dc.rights.urihttps://creativecommons.org/licenses/by/4.0/
dc.sourceBMC Health Services Research
dc.subjectComplexityen_US
dc.subjectComplex adaptive systemsen_US
dc.subjectSystems thinkingen_US
dc.subjectHealth systemsen_US
dc.titleEmbracing uncertainty, managing complexity: applying complexity thinking principles to transformation efforts in healthcare systemsen_US
dc.typeArticleen_US
dc.rights.holderKhan et al.
dc.rights.licenseCC BY 4.0
local.collegeNeeley School of Business
local.departmentManagement & Leadership
local.personsMary Uhl-Bien (MANA)


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