Wednesday 11 March 2026 | 13:00 - 14:00
Stream: Science
Chair: Patricia Ripoli Ros Fundacion VISIBLE; Spain

Part 1 - From fragmentation to collaboration: using relationship-based approaches to build high-trust teams across organisational boundaries

Fragmented systems and siloed teams undermine the delivery of safe, person-centred care—especially across complex service networks.

This session introduces two powerful but underused theories: Relational Coordination (which focuses on strengthening communication and shared goals between roles) and Relational Identity Theory (which supports building a collective “we” across organisational and cultural divides).
Through the example of a regional perinatal mental health network in England, we show how clinical leaders and experts by experience applied these principles to transform distrust into shared purpose and improve collaboration.

Attendees will learn how this approach led to measurable improvements in trust and teamwork—and how the same methods can be adapted to any setting where care spans boundaries.

Designed for system leaders, improvers, and clinicians, this practical and interactive session will equip participants to use data, relationships, and identity to enable high-performing teams that deliver safer, more equitable care.

After this session, participants will be able to: 

• Explain the core principles of Relational Coordination and Relational Identity Theory in plain terms, and understand how they can be used to build trust, shared purpose, and stronger communication across organisational and professional boundaries.
• Identify common relational and cultural barriers to effective collaboration in multi-agency settings, and apply a structured, relationship-based approach to addressing them.
• Use relational data (e.g. RC survey results) to inform practical interventions, guide team development, and improve joint working in complex care systems—drawing from the perinatal care example but adaptable to other contexts.
  

Richard Wylde Leeds and York Partnership NHS Foundation Trust; UK

Part 2 - How we know what we know: making sense in complex systems

In quality improvement (QI), we often focus on tools, data, and outcomes — but whose knowledge shapes the work? This session explores how different people bring different ways of knowing to QI, from lived experience to professional insight, intuition, and technical expertise.

Drawing on real-world reflections from practice, we’ll examine how narrowly defined improvement methods can unintentionally exclude voices, and how we might design more inclusive, resonant approaches.

Introducing practical concepts and clinical examples using social network theory, systems thinking, and explore how these ideas apply to real-world challenges in policy, public service, healthcare, and organisational life.

Whether you’re a clinician, patient leader, QI specialist or manager, you’ll be invited to reflect on what “counts” as valid knowledge in your setting, and how to adapt your improvement practice to better reflect diverse perspectives. The session blends stories, provocation and practical takeaways to support more meaningful and holistic improvement.

After this session, participants will be able to: 

• Consider what knowledge they need and from whom to make the improvement successful.
• Utilise various ways to achieve a rounded picture encompassing many voices and ideas and knowledge styles.
• Apply new-found knowledge to a Quality Management System and safety models.

Sarah Galloway South West London & St George's Mental Health NHS Trust; UK