Barriers and Facilitators to Innovation: A Qualitative Study in a Non-Profit Health Care System.

Abstract

Objective: To explore how users within a non-profit healthcare system perceive, navigate, and engage with the organization's innovation management process and to identify barriers and facilitators influencing innovation participation PATIENTS AND METHODS: A qualitative study using Constructivist Grounded Theory was conducted at Mayo Clinic from May 1, 2025, through June 30, 2025. Thirteen semi-structured interviews were completed with team members representing multiple innovation adopter categories. Interview transcripts were analyzed using Constructivist Grounded Theory methods, including open, axial, and selective coding to identify recurring patterns related to innovation barriers and facilitators.

Results: Thematic analysis identified six primary barriers to innovation engagement: fragmented pathways, siloed communication, limited resources, lack of clarity, cultural inertia, and leadership inconsistency. Five primary facilitators emerged: leadership support, mentorship, collaboration, recognition, and risk tolerance. Participants emphasized the importance of transparent innovation pathways, organizational alignment, and psychological safety in supporting innovation efforts and advancing ideas toward implementation.

Conclusion: Innovation within large non-profit healthcare systems is shaped by both structural and cultural factors. Findings suggest that formalized, transparent innovation frameworks supported by leadership engagement, collaboration, and resource accessibility may strengthen participation, improve navigation of innovation processes, and facilitate the translation of ideas into meaningful organizational outcomes.