JMIR: The Role of Health Kiosks: Scoping Review (2)

11 April, 2022

[Note from HIFA moderator, Neil PW: The message below is a response to: and here is the direct link to the review: ]]

Hadfield Medical Centre [UK] created a health kiosk and information room attached to its waiting room in 1996. The information room was run by patients and for patients. The information room and touch key information booth acted very well as indicators and invitations for culture change - ie it is your health and wellbeing take a little more charge of your health yourself.

The patients ran a patient electronic health record group, walking group, blood pressure group, information and library group and had open days for the UK General Medical Council, Microsoft (whilst Microsoft was developing Microsoft Healthvault Microsoft HealthVault - Wikipedia

The cultural changes associated with more patient activation are well described in a Manchester University Study which I can supply if any one wishes to see the report.

Summary This report was commissioned as part of the ERDIP Patient Held Records, Modernisation Enabling Project[1] at Hadfield Medical Centre (HMC), in order to document and analyse the background to the organisation and its culture prior to its involvement in the current project. This report endeavours to explain the practice’s activities with respect to patient involvement, patient access to their records, and health information relative to the NHS Plan. This is achieved by examining the process of organisational change, the organisational structure, and the culture and leadership of the HMC. The report draws on empirical evidence from a variety of sources related to HMC as well as a range of theoretical models which are used to present the data.



ERDIP (Hansard, 1 February 2002) (


"Dr Richard Fitton, staff and patient volunteers at the HMC have worked hard to promote and to maintain the momentum of patient participation for over seven years. The focus of change has been emergent change – an open-ended and continuous process of adaptation to changing conditions and circumstances. The main aspects of emergent change are discussed;

· Organisational structure; the practice has become increasingly patient-focused through the formation of a patient participation group (PPG) in 1993 to meet regularly with the GP and practice staff to consider all aspects of the practice operation. In particular, commissioning and computer strategy have been considered. Internal support has been gained through collaboration on the design of a new practice building, and in particular the setting up of a patient information room, including a touch screen computer for patient information. Synergy between the various parties has been demonstrated by the formation of self-help groups for patients with heart problems, and those who take their own blood pressure readings.

· Organisational culture; defined as “*the particular set of values, beliefs, customs and systems that are unique to that organisation*”

[1]. Culture is shown through the basic assumptions that people work in a team, and each person’s skill and knowledge is valued.; people are considered to be very important and valued whatever they can contribute.


[1] Burnes. B. (2000), *Managing Change – A Strategic Approach to Organisational Dynamics *(3rd edition), Pearson Education Limited: Essex"

HIFA profile: Richard Fitton is a retired family doctor - GP. Professional interests: Health literacy, patient partnership of trust and implementation of healthcare with professionals, family and public involvement in the prevention of modern lifestyle diseases, patients using access to professional records to overcome confidentiality barriers to care, patients as part of the policing of the use of their patient data. Email address: richardpeterfitton7 AT