I've always felt that the paradigm of learning, how we learn, the fact we have different styles etc., is a crucial theme for spreading good practice across systems, in large scale transformational change.
Some of us like to learn through theoretical experiences whilst other of us prefer a more interactice and discussive type process. There's an interesting article in "Chief Learning Officer" which I think closely relates to the problems we grapple with in healthcare in scaling up change across lots of people and organisations.
The article looks at the difference between synchronous (do together, discuss, meet, talk) and asynchronous (email, read alone) activities. It looks at how the learning process is effectively part of the outcome of any change.
I'll not repeat the article; have a look here for the whole thing -