Transforming the system refers to planning and implementing disruptive strategies to improve all practices supporting patient- centred care.

To be successful requires a vision of new ways of doing things, engagement of others in the development of innovative solutions and plans to orchestrate the change to bring solutions into being.

Transforming complex organisations is among the most difficult aspects of health leadership, and one of the most rewarding.

Capabilities and Behavioural Descriptors

5.1 Shaping a preferred future for health service delivery

• 5.1.1 Brings to the surface and constructively challenges current paradigms
• 5.1.2 Seeks out and utilises new information, research findings and ideas relevant to health care delivery
• 5.1.3 Draws forth and stimulates ideas and intelligence for change

5.2 Demonstrating critical and systems thinking

• 5.2.1 Works with ambiguity and uncertainty; avoids over-simplification
• 5.2.2 Adopts a systems perspective, seeing the context, connections and interrelationships
• 5.2.3 Frames the challenge of change, drawing on the perspectives of patients, clients and other stakeholders

5.3 Assessing and working through resistance and other impediments to change

• 5.3.1 Seeks to appreciate the issues and interests, including underlying aspects, as they appear to others
• 5.3.2 Explores others’ concerns and tests interpretations with them
• 5.3.3 Frames solutions that take into account the legitimate needs and aspirations of relevant parties

5.4 Being politically astute and building support for change

• 5.4.1 Uses influence positively throughout the system
• 5.4.2 Facilitates shared leadership for change
• 5.4.3 Actively supports local ownership of health reform

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