Harnessing peer learning and networking to unlock system change

A consistent theme from the discussions was the power of strong relationships. Participants emphasised that effective collaboration starts with building high-quality improvement networks and spaces where teams understand each other’s contexts, pressures, and priorities.

Creating time for in-person connection was seen as critical, not optional. These moments build trust, which in turn enables people to feel confident taking risks, testing ideas, and working differently.

However, culture matters as much as connection. Participants highlighted the importance of visible leadership support, where senior leaders actively champion improvement, model curiosity, and give permission for experimentation.

Finally, there was a clear call to better connect improvement efforts across boundaries bringing together quality improvement, transformation, research, and operational work so that efforts feel aligned rather than fragmented. 

Participants noted that where genuine culture change has taken place, it has been supported by staff seeing that their ideas are heard and acted upon. There was also a strong view that language matters. Shifting from asking ​“Can I?” to stating ​“I am” or ​“I intend to” helps reinforce empowerment and ownership.

Successful improvement initiatives were closely aligned with organisational strategy, with clear connections from board to ward.

Recognition and celebration of learning were also highlighted as important, alongside having simple, accessible ways to track projects.

However, participants identified barriers, including the challenge of measuring cultural change and balancing competing priorities as they arise. 

Participants highlighted that identifying shared, collaborative priorities is key to spreading and scaling good practice. There was also recognition of widespread ​“change fatigue,” with a view that reframing change as a constant can help maintain momentum.

Several barriers were identified. Many colleagues feel they lack the ​“headspace” to engage in improvement work, particularly given the pressures of the past year. Improvement staff also reported uncertainty about where to find peers, access support, and share experiences.

In addition, a reluctance to show vulnerability was seen as limiting the ability to build meaningful connections and create safe environments for experimentation and learning. 

Participants discussed the importance of using data to inform engagement but recognised that data alone may not capture all perspectives or identify everyone who needs to be involved.

There was strong emphasis on the value of lived experience and the need to ensure involvement is meaningful rather than tokenistic. Contributions from lived experience should be accessible, respected, and given equal weight to professional perspectives.

Participants also highlighted the importance of feeding back so that people understand how their input has influenced decisions and changes. 

Participants noted that gaining buy-in for new ideas, particularly across multidisciplinary teams and leadership, can be a significant challenge.

Coaching approaches that explore the ​“why” behind change were highlighted as helpful in building understanding and motivation. Opportunities for colleagues to share their experiences were also seen as valuable in strengthening engagement.

Participants reflected positively on training opportunities (such as those from NHS IMPACT) and suggested expanding access to these opportunities.

However, common barriers to implementing new ideas include digital and technology challenges, time constraints, and the risk of duplicating existing work. 

Participants shared examples from their own organisations and beyond, including frameworks that bring people together around shared challenges and priorities.

A key theme was the importance of networking with intent. This includes being clear about the purpose of connections, asking focused questions, and understanding what each person brings to the discussion. This approach creates more meaningful, two-way conversations where all parties have a vested interest.

Practical ideas for developing peer networks included using informal approaches such as ​“fireside chats” led by experienced staff to inspire others and showcase good practice, alongside better use of tools to connect and identify networks.

There was also discussion about the need for clearer standards and principles when sharing information across organisations, including managing risks and establishing shared expectations. 

Across all the group discussions, a consistent message emerged: meaningful system change is rooted in relationships, shared purpose, and a culture that enables people to contribute and learn together.

Whether working across organisational boundaries, embedding continuous improvement, or scaling good practice, success depends on creating the conditions where people feel heard, supported, and empowered to act. This includes: aligning work to shared priorities and ensuring leadership actively models openness, curiosity, and collaboration.

Ultimately, peer learning and networking are not ​‘add-ons’ to system change; they are fundamental to it. By investing in relationships, create spacing for reflection, and connecting people with purpose, we can build systems that are more adaptive, inclusive, and better equipped to improve. 

1. Invest in relationships, create in person connection time to build trust. 
2. Connect with purpose to build strong, intentional networks. Where connections are purposeful and mutually beneficial they are more likely to lead to sustained change. Building clarity, trust, and shared value within networks is essential for long-term impact. 
3. Sharing good practice requires humility and genuine engagement, effective peer learning takes time, trust, and active participation. It can’t just be broadcast. Peer networks can strengthen implementation by building shared understanding and motivation. 
4. Leaders need to create the cultural conditions for system change. They should champion improvement, role model openness and curiosity, foster cross-team learning as well as giving permission for experimentation. 
5. Improvement should be treated as a shared, system-wide endeavour not siloed activities or isolated initiatives. Continuous improvement should be everyone’s responsibility, with staff at all levels actively involved. support this by aligning improvement initiatives with organisational strategy, with clear connections from board to ward. 
6. Empower staff and celebrate behaviours that support the culture shift you’re seeking. 
7. Protect time to learn, reflect and share. Learning spaces need to be psychologically safe, open and honest. 
8. Inclusive system change requires a commitment to ​“no decision about me without me.” Strong feedback loops (“you said, we did”) and genuine recognition of both lived and learned experience are essential.