Team-based care is considered central to achieving value in primary care, yet results of large-scale primary care transformation initiatives have been mixed. We explore how underlying change processes influence the effectiveness of transition to team-based care. We studied 12 academically-affiliated primary care practices participating in a learning collaborative, using longitudinal staff survey data to measure progress toward team-based care and qualitative interviews with practice staff to understand practice transformation. Transformation efforts focused on team formation and capacity building for quality improvement. Using thematic analysis, we explored types of change processes undertaken and the relationship between change processes and effective team-based care. We identified three prototypical approaches to change: pursuing functional and cultural change processes, functional only, and cultural only. Practice sites prioritizing both change processes formed the most effective teams: simultaneous functional and cultural change spurred a mutually-reinforcing virtuous cycle. We describe implications for research, practice and policyThis research was supported by a grant from the Harvard Medical School Center for Primary Care and CRICO [362121]. MAK was supported by a Harvard Business School doctoral fellowship. ELA was supported by funding from a Wellcome Trust Senior Investigator Award [WT097899M]
