Developing a Human Learning Systems approach for inter‐agency collaboration: Lessons from the UK NHS

Abstract

AbstractThis research note presents an exploratory case study that investigates ways in which Human Learning Systems (HLS) has been applied to a new UK health initiative, Collaborative Newcastle. Collaborative Newcastle is a multi‐agency venture that brings together the National Health Service, local government, higher education, voluntary organisations, and the community sector to encourage innovation and cooperation in delivering healthcare services. As part of this initiative, multi‐agency leadership training has been delivered to managers working within the Collaborative Newcastle organisations to lead within an HLS ethos. It will offer comments on some of the claims to originality that are made on behalf of HLS and other relational models of public management. HLS is in its infancy in Australasia, and therefore this note also offers suggestions from the case study on learnings that could be transposed into the southern hemisphere.Points for practitioners The bespoke nature of the Human Learning Systems (HLS) approach makes it worthy of further exploration in Australasia. HLS, in this case, has created conditions for increased innovation and trust between multiple partners HLS lends itself to utilising local knowledge and indigenous epistemologies