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The Venus model for integrating practitioner‐led workforce transformation and complex change across the health care system

Abstract
Aims and objectives
The aim of this paper is to present the Venus model for workforce transformation, demonstrating its research origins, theoretical foundations, and practical application for enabling individuals, teams, and services to sustain transformation in the workplace.

Methods
The paper provides a brief synopsis of how the Venus model was generated from four large‐scale mixed‐method studies embracing workforce transformation, safety culture, integrated facilitation, and continuous professional development.

Results
The Venus model has five stems and identifies key integrated skill sets pivotal to successful transformation, which are interdependent:

-Being able to facilitate an integrated approach to learning, development, improvement, knowledge translation, inquiry, and innovation—drawing on the workplace itself as an influential resource;
-Being a transformational and collective leader building relationships that encourage curiosity, creativity, and harnessing the talents of all not just a few;
-Being a skilled practice developer focused on achieving the key values of being person‐centred, and the ways of working that are collaborative, inclusive, and participative;
-Applying improvement skills that enable small step change using measurement wisely to focus on measuring what is valued as well as evaluating positive progress; and, finally
-Facilitating culture change at the micro‐systems level while being attuned to the organizational and systems enablers required to support this.

Conclusion
The paper concludes with consideration of implications for implementation of the model and its relevance for practice, policy, education, and future research as well as outlining potential limitations and conclusions.

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