Board Member, Sustainable Healthcare Challenge 2014
Complex institutions need problem solvers who don’t depend on the blueprints of the organization. Long term sustainable development, I think, is only possible with pragmatic views from local stakeholder perspectives. I feel that Healthcare institutions (which are considered complex in both their function as their context) often forget to reach out to these stakeholders and miss out on shared goal setting and pointing out the convergence possibilities that lead to desirable future development. If I had the chance I would obtain ideas about obstacles from international experiences and apply them. As an example I compared the Dutch primary health care sector with the English NHS system, both fundamentally different systems but with many shared considerations on budget, reward systems and very few rapid game changers from a policy perspective. So why the restraints on asking questions about the similarities and discover spill-over effects that haven’t been thought of before? I feel I can contribute to the discovery of new solutions due to my experience in the ‘tabula rasa’ of healthcare in Uganda, where all-change was possible but the needed funds difficult. How different is it in the West! We should consider the limitations of change, but apply what is possible.