Advancing the application of systems thinking in health: South African examples of a leadership of sensemaking for primary health care

[1] Price M(1986)Health care as an instrument of Apartheid policy in South Africa Health Policy Plan 1 158-170

[2] Chopra M(2009)Achieving the health millennium development goals for South Africa: challenges and priorities Lancet 374 1023-1031

[3] Lawn JE(2004)Implementation studies: time for a revival? Personal reflections on 20 years of implementation studies Public Adm 82 249-262

[4] Sanders D(2011)Beyond markets: sociology, street-level bureaucracy, and the management of the public sector Regul Gov 5 145-164

[5] Barron P(2008)Participatory and appreciative action and reflection (PAAR) - democratizing reflective practices Reflective Pract 9 361-397

[6] Abdool Karim SS(1976)Single-loop and double-loop models in research on decision making Adm Sci Q 21 363-375

[7] Bradshaw D(2003)From blaming the middle to harnessing its potential: creating change intermediaries Br J Manag 14 69-83

[8] Jewkes R(2011)Revisiting Lipsky: front-line work in UK local governance Polit Stud 59 978-995

[9] Abdool Karim Q(2006)Managing change: steering a course between intended strategies and unanticipated outcomes Long Range Plann 39 29-49

[10] Flisher AJ(2012)Uncovering middle managers’ role in healthcare innovation implementation Implement Sci 7 28-146

[1] Price M(1986)Health care as an instrument of Apartheid policy in South Africa Health Policy Plan 1 158-170

[2] Chopra M(2009)Achieving the health millennium development goals for South Africa: challenges and priorities Lancet 374 1023-1031

[3] Lawn JE(2004)Implementation studies: time for a revival? Personal reflections on 20 years of implementation studies Public Adm 82 249-262

[4] Sanders D(2011)Beyond markets: sociology, street-level bureaucracy, and the management of the public sector Regul Gov 5 145-164

[5] Barron P(2008)Participatory and appreciative action and reflection (PAAR) - democratizing reflective practices Reflective Pract 9 361-397

[6] Abdool Karim SS(1976)Single-loop and double-loop models in research on decision making Adm Sci Q 21 363-375

[7] Bradshaw D(2003)From blaming the middle to harnessing its potential: creating change intermediaries Br J Manag 14 69-83

[8] Jewkes R(2011)Revisiting Lipsky: front-line work in UK local governance Polit Stud 59 978-995

[9] Abdool Karim Q(2006)Managing change: steering a course between intended strategies and unanticipated outcomes Long Range Plann 39 29-49

[10] Flisher AJ(2012)Uncovering middle managers’ role in healthcare innovation implementation Implement Sci 7 28-146