Altering Frontiers - Группа авторов

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of organizations and the health system. Behind this staging of new stakeholders is a real political project in the sense that organizational innovation consists of fundamentally renewing the social relationships between stakeholders in the healthcare sector (Hallett & Ventresca 2006). Under this topic, a greater or at least more explicit place could be given to stakeholders who live on the limits of the health system but who call for its renewal. I am referring here to people in social situations described as marginal and militant organizations for whom the social and healthcare issues overlap and are confused.

      The second topic, dealt with in Part 2 entitled “Innovations on the Collective Side”, explores innovation as the product of new agencies. These spaces or collectives of all kinds, communities of practice and innovation laboratories among others, are themselves innovations from the point of view of organizations and the health system. Their establishment questions current practices and expresses a form of productive resistance in organizations and the healthcare system (Courpasson et al. 2012). The hypothesis here sees innovation as the product of a protective zone that allows stakeholders to freely engage in exploration and experimentation. The vitality of such spaces depends on the fact that the organization accepts the temporary suspension of environmental discipline to allow innovation to emerge (Zietsma & Lawrence 2010). These spaces testify to the importance of creativity and detachment in rethinking ways of doing things. They also enable the bringing together of stakeholders who usually operate in parallel or separate universes. They will bring innovation insofar as what they produce is taken up and accepted by stakeholders who can influence the decisions made within the organization.

      This is the challenge of sustainability and scaling up of healthcare innovations where, too often, successful local experiences fail to be brought to light and institutionalized. Here, the authors do not deal only with innovative spaces but also with innovations in the design of organizations (structuring into clusters, for example) or in public policies (territorialization of policies, for example). It can be hypothesized that innovative design and new spaces of innovation complement each other, perhaps offering the prospect of an institutionalization of innovation. Innovations in organizational design in a sense absorb the logic of the living laboratory by formalizing new frameworks for interaction. They must be accompanied by change and boldness of ideas and mindsets in order for organizational innovations and new practices to emerge. Finally, technologies are called upon to play an increasingly important role in bringing together and creating tension between various stakeholders in search of innovation. Each of the chapters presented in this section could consider the potential of new technologies to create collective spaces that accelerate organizational innovation (Ansell & Gash 2018).

      The next challenge is to make this knowledge effective, i.e. to create the conditions for stakeholders to take an interest in it in order to act in favor of innovation. Management tools and policy instruments play a key role here, since they put into circulation representations of activities, behaviors and changes they can induce that were previously less or little known. Ideally, they make it possible to open up new objects to governance, whether it be the state of health of a population, quality of life or healthy living with illness (Jarzabkowski & Kaplan 2015). In all innovation processes, it is important to pay attention to the resource allocation channels that weigh in favor of or against organizational innovation. It is not enough to want to renew primary care or encourage the so-called grassroots innovation; an organization must be able to dedicate the resources that will enable these stakeholders to materialize their projects. These resources are not necessarily new, underlining the importance of being able to reallocate resources to emerging priorities or representations in the healthcare system.

      The three parts that structure this book on organizational innovation in healthcare complement one another. Fostering innovation requires stakeholders with the capacity to influence, spaces to create and experiment, and knowledge about processes that can support and accelerate the challenging of the status quo and the implementation of new organizational modes or practices. One of the essential conditions for the governance of innovation in healthcare systems is the question of alignment and coherence between public policies and the dynamics and needs found in organizations and clinical settings. This book provides us with the pieces to tackle the puzzle of organizational innovation with seriousness and relevance. It will benefit from being complemented by a reflection on the political and social conditions that enable health systems to adapt better than others to the major contemporary challenges of health and thus to capitalize on innovation on a large scale, whether organizational or not.

      Jean-Louis DENIS

      CR-CHUM

      Université de Montréal

      March 2021

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