Defining the Roles of the Indicators of Collaborative Management in Implementing Health Care policy: The Grounded Theory

Implementation of health care strategies (including the implementation of decisions) is one of the most valuable and complex stages of strategic planning, which is realized through collaboration.

This study aimed to define the roles of distinct elements of collaborative management in implementing health care strategies.

This research was conducted based on the qualitative method of Granded theory with the constructionist approach of Charmaz to answer the question pertaining to the research objectives. The sampling method was snowballing, and information from 40 semi-in-depth semi-structured interviews based on a primary and centralized approach was analyzed. A 3-dimensional approach was used for data consolidation.

From the participants’ viewpoint, the inflexibility of managers and staff and the deviation between personal and organizational goals and endeavors are the major hindrances to implementing collaborative management. Moreover, the participants emphasized the importance of a comprehensive and documented strategic plan for implementing strategic health care roadmaps. They believed that effective implementation of collaborative management could lead to desirable personal growth, organizational growth, and monitoring and problem-solving outcomes. However, managers’ resistance and lack of monitoring were reported as negative outcomes that should be addressed accordingly.

Implementing collaborative management in health and promoting it in collaboration with different stakeholders can provide a suitable foundation for implementing this management style. Moreover, expanding knowledge, training, and monitoring the health care system are proposed as key elements.