– Much health service delivery occurs within a network structure, with co-operation and competition coexisting. Leading change for successful outcomes is a difficult task even outside of this multi-layered complex context, with reports that up to two-thirds of change processes are unsuccessfully implemented. This can have a major impact on stress, effectiveness and efficiency. This paper aims to address these issues.
– Theories supporting a generic implementation system for managers were explored so that people placed into situations in which they needed to lead and manage change could access a systematic approach that enabled clarification of the network's goal(s), valid communication among members of the network, and performance measurement using indicators the network agrees are meaningful.
– The implementation pathway developed provides a change process leaders and managers of change can use within networks.
– Health service funders and managers will be helped by this systematic implementation process.
– Health service funders and managers will be assisted by the systematic implementation process.
