Led by Dr. Denis A. Roy, Vice-president of Scientific Affairs, National Institute of Public Health, Quebec
With Eric Litvak, Jean-Louis Denis, Alain Rondeau, Marc Lemire, Nicole Lemire, Kevin Johnson, Caroline Parent, Johanne Préval
In order to implement and sustain the changes needed to adapt to evolving needs, decision-makers generally agree that clinical and managerial teams must develop greater ability to carry out improvement or innovation projects in their specific environments.
To follow up on their achievements in evidence-informed change, the managers of the Montérégie health and social services region agreed to try out a new form of support for innovation: the Healthcare and Social Services Management and Governance Experiments Project (LEGG).
Experienced as an incubator of innovation, the LEGG mechanism has made it possible to reconcile management and control roles with that of support for the organizations and for the teams that work towards implementing the necessary changes within them. By instigating and leading interactions that unite decision-makers, researchers and stakeholders who embrace different schemes for action, the LEGG has created a set of dynamics for supporting the change process that is focused on perfecting and carrying out innovations.
The LEGG has focused on three areas of intervention that appear to be essential for carrying out a portfolio of innovative projects and which, together, constitute a mechanism for providing interdisciplinary support:
- Implementation of change in project management, making it possible to design and carry out a change process that is tailored to the realities of the organization in question
- Active mobilization of knowledge by facilitating social processes, promoting the importance of tacit and explicit knowledge and jointly producing knowledge that is useful for achieving the project’s goals
- A course of action focused on the deliberate production of change thanks to a clear direction, the allocation of venture capital, and accountability that is conducive to achieving change and sharing lessons learned.
The LEGG has proven itself to be a systemic mechanism that can support knowledge-informed change. For that reason, the managers in the region have agreed to repeat the initiative.