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Background: Power has traditionally been studied and experienced within organizations from a hierarchical and positivist perspective. However, organizational complexity has never been greater, and in our attempts to find new ways to live amid this complexity we seek alternative theoretical perspectives that may better represent and inform our experiences of organizational life. Aims: This article summarizes the positivist view of power within organizations and the limitations of attempting to study power from this perspective. Power is then reconceptualized and explored using the complex responsive process (CRP) analysis. Methods: This is an exemplar of how narrative inquiry guided by CRP may be used as a frame for reflexivity and reflection amid organizational power dynamics. Settings: The narrative description used in this paper was based on the author's experience and reflection upon a nursing faculty meeting in a large public university. Conclusions: By becoming aware of the power relations in which we engage, and by reflecting upon them using CRP, we may come to understand power relations in a different way. In the act of examining and reflecting on our habitual roles in power relations, we may open up the potential for personal and organizational transformation. Davidson [ABSTRACT FROM AUTHOR]

PROBLEM. Health care is currently in the midst of an age change. Leadership styles and organizational structures that were prevalent in the twentieth century no longer apply in twenty-first-century health care. Leaders of health care must embrace and help others to embrace new ways of being and relating in twenty-first-century organizations. METHODS. This paper introduces a new framework through which leaders can see their organizations differently. Complex responsive processes (CRPs) focus on the interactions between people that take place in the living present as the building block of transformative organizations. This paper also introduces the seven da Vincian principles as a personal tool that twenty-first-century leaders might use to increase their capacity for creativity and to develop their ability to thrive in uncertainty. FINDINGS. The power to shape the preferred future of health care lies within our relationships with others that take place locally and in the living present. CONCLUSIONS. Viewing organizations through the lens of CRPs and developing practices around the seven da Vincian principles provides directions and a starting point for traditional leaders to move away from rationalist, twentieth-century practices toward transformative leadership practices. [ABSTRACT FROM AUTHOR]

Background: Subthreshold depression is common in primary care, but there is little information about the self‐help strategies that patients use and the perceived benefits of these. Aim: This study sought to elicit the self‐help strategies that primary care attendees identified as beneficial for the self‐management of subthreshold depressive symptoms and the implications for general practitioners. Method: Semi‐structured telephone interviews were conducted with 14 people (April–May 2017) from the Target‐D randomised controlled trial (RCT). Target‐D investigated whether using a patient‐centred clinical prediction tool and an e‐health platform to match mental health management options to prognosis was beneficial for improving depressive symptoms at 3 months compared to usual care. Interviews were thematically analysed to identify self‐help strategies and their perceived benefits. Results: Four overarching domains for the self‐management strategies were identified: social, cognitive, behavioural and restorative. Interviewees reported using strategies across multiple domains, which included undertaking enjoyable, immersive activities, that provided relief from automatic negative thoughts and had a perceived cognitive benefit. Differences in the perceived sense of agency were noted around the self‐regulation of mood, which indicated more explicit direction to patient‐identified self‐help management strategies by general practitioners for some may be of benefit in routine care. Conclusion: Some of the reported self‐management strategies aligned with evidence‐based approaches such as physical activity and mindfulness for mental health symptom management. These findings can inform low‐intensity interventions within stepped care models for mental health in primary care, social prescribing models and, help to guide the management of patients by GPs for subthreshold depression. [ABSTRACT FROM AUTHOR]