with facilitation is a critical enabler to culture change at every level of health and social care. Everyone can be a leader on something and often we become followers and leaders to each other at different times in different contexts. Chapter 12 focuses on relationship‐based leadership approaches; Chapter 13 on team leadership to develop flourishing cultures informed by a multiprofessional clinical leadership programme underpinned by PD principles; and Chapter 14 on systems leadership.
The remaining theme, flourishing cultures, includes the latest research (Chapter 15), staff wellbeing at work (Chapter 16), and the concept of flourishing in the context of people, families and communities experiencing health and social care (Chapter 17).
Chapter 18 concludes with a position for the future in relation to the role of PD in continuing inquiry and innovation, capturing the celebrations and aspirations of the International Practice Development Collaborative.
Conclusion
This introductory chapter has set the scene in relation to our current global context, showing the relevance of PD to practitioners individually, collectively and interprofessionally as well as health and social care systems globally. The preceding 13 years have seen much expansion in its evidence base and growing impact, with consistent focus on its values and key concepts. The chapters that follow illustrate how PD achieves its impact, the concepts vital to its methodology and the theoretical insights that account for this.
References
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