Networks for Older People’s Care: A really wicked problem

Abstract

This chapter addresses the ‘wicked problems’ in health and social care, against historical policy failures in the care of older people. The cases contrast Regional, a large network, spanning public, voluntary, and private sector organizations with Metropolitan, a smaller network, across the public and private sectors. Despite efforts towards inclusivity, Regional network makes slow progress in the formulation of strategy and precise targets. It fails to develop a collective leadership and local authority leaders struggle to influence health care professionals and cross-sectoral partners. Metropolitan makes better progress, working within a tighter group of mainly health care professionals, to achieve specific targets. But it fails to develop external links and secure resources for its work. The cases illustrate that a high degree of inter-sectoral complexity creates specific demands to manage both organizational and knowledge boundaries through collaborative practice.