{
  "abstract": "General Practice in the National Health Service (NHS) faces growing demand, workforce shortages and policy shifts that intensify strain. 1 2 Initiatives to shift care into the community risk compounding pressures.3 The period following COVID-19 brought accumulated fatigue, rising public expectations and significant leadership turnover across many practices.4 5 While funding and workforce expansion are vital, reforms based solely on financial incentives and activity targets have had limited success in such a complex, human-centred system.6 7 These pressures exposed longstanding issues: fragmented teams, widening role boundaries and uncertainty. Against this backdrop, the approach described in this commentary emerged organically from the need to stabilise the workforce, rebuild trust and reconnect people to a shared purpose.",
  "authors": [
    {
      "affiliations": [
        "Primary Care Network Townships 1, Primary Care, Sheffield, Sheffield (South Yorkshire district), UK",
        "Birley Healthcare Centre, Sheffield, South Yorkshire, UK"
      ],
      "name": "Ben Allen"
    },
    {
      "affiliations": [
        "The University of Sheffield School of Medicine and Population Health, Sheffield, UK",
        "South Yorkshire Primary Care Training and Workforce Hub, Primary Care Doncaster, Doncaster, South Yorkshire, UK"
      ],
      "name": "Natalie Jones"
    }
  ],
  "title": "Reimagining general practice for the NHS 10-year plan: organisational culture as the social determinant of team health",
  "uid": "fcc92310-ad11-5c1e-984d-8b35f704b046"
}