Abstract
This article offers an organizational and relational analysis of the review of the National Health Promotion Policy and aims to understand the role of the cluster that was formed to review this policy, the negotiations needed to achieve the product, the role and type of alliances that were formed, the strategies adopted and interests, and how they influenced results. To do so, a dialogue is created to discuss social capital, organizational and network approaches, and inter-institutional strategies that highlight coordination mechanisms, integration, zones of uncertainty and the type of centralization. Structural, cognitive and relational dimensions were analyzed in the particular historical context. This was a case study with sources of evidence collected in the review process and in the documents examined. The analysis was performed by building conceptual categories by author-actors presented in the process. It highlights the role of the relational dimension represented by strong ties built over time, and ideological identity, based on profession or origin, as factors that acted positively in overcoming conflicts.
Health promotion; Public policy; Social capital; Case study
