Applying complexity theory to primary healthcare organizations

Abstract

Complexity theory challenges primary care trusts to take a lead with the theory and practice of joined-up thinking. In this chapter, the author intends to give some examples of how he have translated complexity and whole-system theories into practice. These examples all allow different perspectives to be considered within an evolving story. At the level of an individual practitioner, the author struggles to be a reflective practitioner using the ideas of narrative-based primary care to consider different kinds of evidence when helping a patient to make sense of their multiple problems. At an organizational level, he uses the ideas of organizational learning to devise multiple feedback loops and multidisciplinary working to allow the whole organization to optimistically move forward. At a systems level, the author weaves together different research paradigms, set inside a heartbeat of whole-system participatory action research.