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This page presents a short description of a number of research projects being developed into full grant proposals for submission to funding agencies. Don’t hesitate to contact the designated Principle Investigators should you have questions or wish to collaborate.

Inclusion of partner patients in health care teams:
Integration process and role definition in service optimisation teams
and academic research teams.

The need for patients to be actively involved in health care has been recognised for a number of years. To date researchers and practitioners’ efforts have been devoted to ensuring patients are full partners on equal footing with health care professionals in the care of their own health. This is evident in the Montreal model which has been built around the expertise chronically ill patients accumulate over time and which feeds into the decision-making process regarding their individual future care.

But the full promise of active engagement of patients in health care will remain unfulfilled if the only concept of partnership is limited to equal footing in the decision-making of their own care. The system as a hole needs to move towards full integration of patients in two additional and interrelated settings. Patients need to be full partners (1) in service optimisation teams where team members seek to improve services’ efficiency and outcomes and (2) in academic research teams where team members seek to discover and transfer knowledge that has theoretical and practical value.

Many questions need to be answered for this to occur: What is expected of patients in service optimization teams and in academic research teams? What is the mechanism by which one patient goes from a non-member to a member, and then to a fully functioning and contributing member in each of these kinds of teams? What do others on the team – health care professionals, managers and/or academics – need to do to facilitate the integration of patients and to adjust to changes in team dynamics that will incur?

 Understanding the role of "champions" in implementing change

Research efforts on innovation, change readiness, and implementation science in healthcare are hindered by the paucity of reliable and valid instruments to assess the various constructs at play. In turn, this paucity of instruments hampers knowledge transfer from researchers to practitioners who must implement changes “in the trenches”. One understudied topic has to do with the part “champions” play in change readiness. Anecdotal evidence suggests champions are essential. This study has two objectives. First it aims at conducting a literature review on the roles and impact of “champions” as key stakeholders in change efforts in healthcare. In addition to digging into extant literature in healthcare, the review will draw on allied disciplines such as organizational psychology and management. Second it aims at developing a reliable and valid questionnaire that will assess roles and impact of champions prior or during implementation efforts.


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