Journal on Policy and Complex Systems
someone in a non-health-oriented ministry who is spreading the message of health in a fellow ministry ). Indicators , such as presence of an internal person in charge of a communication strategy with other ministries , could help to track this specificity of HiAP .
Results on Schematization : A Systemic Model of the Implementation of an Interministerial Policy within Government
Figure 4 represents the generic systemic model of the implementation of an interministerial policy within government . In Figure 4 , the generic systemic frame is generated from the case study ( Figure 4 ).
Each of the subprinciples coexists and develops thanks to the agency of the actors involved . Moving from one logic to another requires an impulse of energy originating either outside of the usual patterns or from within — that is , from the mobilization of a unique set of actors ’ capacities . The window of opportunity is an external impulse that activates managers ’ specific capacities , such as their capacities to be permeable to innovations . Managers may very well be open and willing to push innovations forward , but structural constraints and organizational habits provoke breaks to adaptation until a window of opportunity presents itself . The window of opportunity specifically mobilizes capacities for permeability to innovations that favor the loop of adaptation over the loop of reproduction .
As such capacities develop , related capacities flourish : we learn from others and from situations and subsequently adapt to learnings , thus creating feedback loops . Based on the case study , we argue that adaptation and reproduction dynamics are weighted by external impulse , and that being a producer and a receiver , as well as running the procedures of the whole and influencing the whole oneself , depends on internal impulse — namely , the capacities that managers acquire over time through experience and growing confidence ( Figure 5 ).
The generic model is organized around loops and external and internal impulses . We propose that each case will have to identify its own external and internal impulses , especially managers ’ capacities and the steps involved in each of the six loops .
The overall analysis we performed portrays the current state of actualization of a reform — considering Health in All Policies — in the possibility space of the Quebec public administration in 2012 . We have presented the processes in place to adapt to the changing environment and to continue including HiAP , the processes to support the production of HiAP and to use it as leverage for future transformations , and the processes to initiate and benefit from transverse initiatives . Although the actual situation could stay locked in over the coming years , our analysis shows how some dynamics keep unfolding and identifies where action was taken in these dynamics to unlock repetitions and move incrementally away from inertia ( catching opportunity window , capitalizing on maturity , ( mis- ) alignment of horizontally friendly incentives ).
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