What Top-Performing Healthcare Organizations Know: 7 Proven Steps for Accelerating and Achieving Change (Ache Management Series)
What Top-Performing Healthcare Organizations Know: 7 Proven Steps for Accelerating and Achieving Change (Ache Management Series)
To answer that question, authors Greg Butler and Chip Caldwell researched over 220 healthcare organizations to determine what differentiates high performers from organizations that fail to achieve lasting operational success. Their research revealed that success lies in the ability of leaders to organize the change process. This major finding is the foundation for the performance improvement model described in this book. The book focuses on the crucial role leaders should play in the performance improvement process and provides proven methods for increasing the effectiveness of quality improvement methods. Driving meaningful change in healthcare is a complicated business, but the pathways to success tend to take a simple form. We witnessed this book s techniques save hundreds of millions of dollars in healthcare costs….Our experience continues to demonstrate that the structure of transformational initiatives is the most critical variable in achieving meaningful progress and predi
List Price: $ 73.00
Price: $ 73.00
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A Healthcare Survival Guide for the 21st Century,
I wondered why healthcare organizations did not take advantage of the GE Workout concept and process until I read What Top-Performing Healthcare Organizations Know: 7 Proven Steps for Accelerating and Achieving Change ( Butler G, Caldwell C. 2009. Chicago: Health Administration Press), which reads like a survival guide for senior healthcare executives and middle managers, with a coherent rationale, data from 222 hospitals, multiple checklists, and three case studies.
The book’s premise is that organizational success hinges on how transformational initiatives are organized for accountability and action. Structure drives culture as much as culture drives structure, according to the authors.
A case study that I found compelling (p.113-116) involved a 300-bed community hospital that faced budget pressures as a result of Medicaid cuts. Using the 100-Day Quality Workout , the hospital evaluated staffing patterns on an hourly basis. Each manager developed a plan for transforming his or her staff. They eliminated minimum staffing burdens, cross-trained healthcare professionals, implemented irregular shifts, and staggered 12-hour shifts to match staffing capacity more closely with demand. During the first 100-day cycle, they saved approximately $2.1 million .
An Internet-based monitoring system tracked progress, so that results were visible to everyone in the organization. This system created healthy competition and opened managers’ eyes to what others were doing.
It would be impossible to summarize the lessons of this well-written book in a review. I encourage readers to buy this book, set a stretch goal to read it over a weekend, and implement at least one of its excellent ideas within the next 120 days.
Kenneth H. Cohn, M.D., MBA, author of Better Communication for Better Care: Mastering Physician-Administration Collaboration and Collaborate for Success! Breakthrough Strategies for Engaging Physicians, Nurses, and Hospital Executives, http://healthcarecollaboration.com
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