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The challenges of putting systems thinking into practice: In theory, ‘systems thinking’ offers a remarkably attractive solution to the persistent challenges of preventive public health. Haynes and colleagues’ recent analysis of the Prevention Centre in Australia offers reason for optimism that it might be possible to translate this promise into action on the ground. In this commentary, we critically assess the claims from this promising case study and their broader applicability to the cause of preventive health. We argue that, in many other contexts, persistent obstacles remain, such as a lack of buy-in from senior policy actors, and a lack of tangible or concrete action following through on an abstract commitment to systems thinking.

The challenges of putting systems thinking into practice: In theory, ‘systems thinking’ offers a remarkably attractive solution to the persistent challenges of preventive public health. Haynes and colleagues’ recent analysis of the Prevention Centre in Australia offers reason for optimism that it might be possible to translate this promise into action on the ground. In this commentary, we critically assess the claims from this promising case study and their broader applicability to the cause of preventive health. We argue that, in many other contexts, persistent obstacles remain, such as a lack of buy-in from senior policy actors, and a lack of tangible or concrete action following through on an abstract commitment to systems thinking.
The challenges of putting systems thinking into practice: In theory, ‘systems thinking’ offers a remarkably attractive solution to the persistent challenges of preventive public health. Haynes and colleagues’ recent analysis of the Prevention Centre in Australia offers reason for optimism that it might be possible to translate this promise into action on the ground. In this commentary, we critically assess the claims from this promising case study and their broader applicability to the cause of preventive health. We argue that, in many other contexts, persistent obstacles remain, such as a lack of buy-in from senior policy actors, and a lack of tangible or concrete action following through on an abstract commitment to systems thinking.
1099-1751
Boswell, John
34bad0df-3d4d-40ce-948f-65871e3d783c
Baird, Janis
f4bf2039-6118-436f-ab69-df8b4d17f824
Taheem, Ravita
3a010e9a-6b28-4431-9026-1a8f7b265bdc
Boswell, John
34bad0df-3d4d-40ce-948f-65871e3d783c
Baird, Janis
f4bf2039-6118-436f-ab69-df8b4d17f824
Taheem, Ravita
3a010e9a-6b28-4431-9026-1a8f7b265bdc

Boswell, John, Baird, Janis and Taheem, Ravita (2020) The challenges of putting systems thinking into practice: In theory, ‘systems thinking’ offers a remarkably attractive solution to the persistent challenges of preventive public health. Haynes and colleagues’ recent analysis of the Prevention Centre in Australia offers reason for optimism that it might be possible to translate this promise into action on the ground. In this commentary, we critically assess the claims from this promising case study and their broader applicability to the cause of preventive health. We argue that, in many other contexts, persistent obstacles remain, such as a lack of buy-in from senior policy actors, and a lack of tangible or concrete action following through on an abstract commitment to systems thinking. International Journal of Halth Panning and Management. (doi:10.34172/IJHPM.2020.92).

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Accepted/In Press date: 3 June 2020
e-pub ahead of print date: 11 June 2020

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Local EPrints ID: 444384
URI: http://eprints.soton.ac.uk/id/eprint/444384
ISSN: 1099-1751
PURE UUID: ab90be0e-33b9-433a-84d6-a63bad92245c
ORCID for John Boswell: ORCID iD orcid.org/0000-0002-3018-8791
ORCID for Janis Baird: ORCID iD orcid.org/0000-0002-4039-4361

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Date deposited: 16 Oct 2020 16:30
Last modified: 23 Jul 2022 02:08

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Author: John Boswell ORCID iD
Author: Janis Baird ORCID iD
Author: Ravita Taheem

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