principles
of equality, reciprocity, and trust. It is notable
that there was a conscious effort on the part of the
members of the GHIC to avoid having any single profession
or school dominate the vision or leadership of
the organization. Another key capability, predicted
by organizational learning theory, involved mobilizing
other members of the global health community on
campus and eliciting and synthesizing their combined
views into a set of goals and a plan of action which
was then effectively communicated to the deans of
the professional schools and the university president.
Interestingly, the specific organizational capabilities
necessary to develop an effective voice for the creation
of sustainable interprofessional global health governance
and infrastructure at the university level are
similar to the competencies required of individuals
who develop civil society organizations, social movements,
and non-governmental organizations that play
such important roles in global health internationally.
The organizational learning process at UMSON
occurred concurrently with that in the larger university.
This led to a process of cross-fertilization, where
the successful implementation of organizational innovations
at one level provided the context for change at
another level.