Abstract
Many promising improvement initiatives, that traverse the theory-practice boundary, fail to sustain themselves and produce long-term benefits. To analyse and influence the sustainability of initiatives, various tools have been developed. There is little evidence on whether these tools influence initiative processes or outcomes. This chapter describes the processes by which improvement teams influence sustainability, via a case study of the use of The Long Term Success Tool (LTST). Findings offer insight into how prospective sustainability planning allows teams to maintain focus and mitigate risks to enhance chances of achieving lasting success. This chapter provides valuable learning on how tools such as the LTST can provide a useful approach to understand diverse perspectives, direct attention to areas for improvement and prompt actions to enhance sustainability.
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Lennox, L., French, C.E., Reed, J.E. (2020). A Qualitative Exploration of Sustainability Processes for Improvement: The Role of Structured Sustainability Tools. In: Nugus, P., Rodriguez, C., Denis, JL., Chênevert, D. (eds) Transitions and Boundaries in the Coordination and Reform of Health Services. Organizational Behaviour in Healthcare. Palgrave Macmillan, Cham. https://doi.org/10.1007/978-3-030-26684-4_12
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