Full document - International Hospital Federation

More documents

Recommendations

Info

Innovation and strategy: creativity leaders and are viewed as role models by their peers. Some of the most innovative healthcare managers exhibit the following qualities: ✚ They are consistently curious and eager to learn. Their commitment to continuous learning also requires them to abandon ideas that are no longer useful or that get in the way of advancing knowledge and understanding. They invest in themselves and their teams by expanding their management skills, exploring trends in healthcare and in other industries, visiting other organizations and reading a wide variety of management literature. They may take online courses and local workshops to learn from leading experts in healthcare management and to extend their network with other healthcare managers. They may engage a mentor to help them honestly assess their competence and to guide their career path. ✚ They foster a freedom to experiment, even if it means there will be failures. Innovative healthcare managers understand that employees grow and thrive when they have opportunities to express their ideas and try new methods for improving patient care. They also understand the need to preserve and protect patient safety, and they strike a healthy balance between experimentation and tradition by regularly reviewing policies and procedures. The key is to create an environment where employees feel safe in suggesting new ideas that advance the standards for quality assurance. ✚ Innovative managers dare to take a creative approach to ordinary decisions. Nobel Prize winner, Albert Szent-Györgyi, said, “Discovery consists of looking at the same thing as everyone else and seeing something different.” For the healthcare manager, that might mean looking at the pressure of competition and seeing a niche that others have overlooked. A creative administrator might view patient complaints as opportunities for service improvements or look at compliance challenges for their potential to improve clinical quality. Discovery can be a simple thing like playing with scheduling options to improve throughput or being open to fresh ideas from employees to reduce turnover. The creative healthcare manager looks beyond traditional problems to “see something different.” They conduct brainstorming sessions to draw out the best ideas of front-line staff. The technique, which was translated at a workshop in Latin America as “a thunderstorm of ideas,” empowers employees to take personal responsibility for solving problems. Front-line staff members encounter operational problems first and often see solutions before managers do. ✚ Innovators commit to strategic planning for their organizations. They devote a few days each year to assemble department supervisors and the management team to evaluate how well the organization is serving its community. They analyze the trends impacting the hospital’s future, assess their readiness to meet new challenges and set goals for achieving improvements in operations and in service to the community. Every organization can benefit from planning. It takes courageous leadership to initiate the process and follow through with the plan, applying creative solutions to business development challenges. Examples Innovators can be found in the executive suites and on the front lines in healthcare delivery systems. Creative managers are sometimes recognized for their innovation by public awards, but unsung heroes can also be found in the daily experiences at hospitals, clinics and public health programmes in every culture. Here are a few examples: ✚ Quint Studer became the administrator of a hospital in Florida USA based on his reputation for improving patient satisfaction at his previous employer. When he started, he approached employees, one at a time to introduce himself. He said, “Hi. My name is Quint Studer. I’m the new administrator here and I work for you. What can I do for you today?” A nurse asked him to trim the bushes near where she parked her car so it would be safer for her when she finished her shift after dark. While she worked, he had the bushes trimmed and put up a small fence. She was impressed that this administrator cared about her safety and shared the story with her co-workers. He earned their trust for other, more significant changes as time went on. 2 ✚ An engineer at a hospital in the Philippines looked for a way to assure a reliable flow of oxygen from the central supply area to the surgical suites. He developed a simple pipeline and adapted a water pump by reversing the polarity to convert it to a low-cost, highly reliable tool for delivering the vital resource to where it was needed most. While this method may not be fully compliant with requirements in all countries, it was efficient and effective in this setting. ✚ At Park Nicollet, a medical clinic in Minnesota USA, inventory of medications was the third highest expense. Managing the inventory was crucial to the financial health of the organization as much as keeping current medications was vital to patient care. Managers found that at three departments in one location, approximately 628 individual containers of medication were stored with an overall price tag of US$ 32,513. Of this amount, 28% were high-cost, low-use medications - items regularly stocked but infrequently used. By setting up a system that automatically signaled when new items were needed, improvement teams eliminated 29% of the stock in one location and reduced cost by 50%. 3 ✚ At Selian Lutheran Hospital in Tanzania, managers were frustrated that only 50% of HIV-AID patients in nearby villages would comply with the requirement for regular visits to the clinic to receive the medications needed to keep them alive. They rallied the assistance of some of the more responsible patients to become mentors to their co-sufferers. The voluntary adherence counselors befriended others with HIV- AIDS and raised the compliance rate to 90%. 4 Examples like these may sound like simple common sense, but common sense often fails to become common practice. Innovative healthcare managers search for ways to improve clinical outcomes, employee engagement, resource usage and the satisfaction of patients, visitors and staff at every opportunity. They recognize that simple tactics can sometimes yield exponential results. I think I can If ingenuity doesn’t come naturally, you are not alone; but the good news is that creativity appears to be a learned behavior. Creativity begins with a positive attitude, confidence and belief in your Hospital and Healthcare Innovation Book 2009/2010 15
Innovation and strategy: creativity abilities. Roger von Oech, author of A Whack on the Side of the Head, 5 describes an extraordinary insight from the experience of a major oil company. The management team was concerned about why some of their research and development people seemed to have more productive and better ideas than others. They brought in psychologists to study educational backgrounds, where people grew up, favourite colours and other issues. After three months of study, the psychologists concluded that the chief factor that separated the two groups was that the creative people thought of themselves as creative, and the less creative people didn’t. Those who held a creative self-concept allowed themselves to get into an innovative frame of mind and to play with their knowledge. Those who didn’t embrace their creativity were either too practical or were caught in routines in their thinking. Healthcare managers can learn to be creative, and their innovation can lead to improvements in clinical quality, financial results and community impact. Approaching problems with an innovative frame of mind can yield surprising results and restore a fresh motivation for making a difference as a healthcare manager. ❏ References 1. Everett M Rogers, Diffusion of Innovations, New York: The Free Press, 2003 2. Quint Studer, Hardwiring Excellence, Fire Starter Publishing, 2003 3. John Black with David Miller, The Toyota Way to Healthcare Excellence, Health Administration Press, 2008 4. Based on personal conversations with Mark Jacobson, MD, Administrator at Selian Lutheran Hospital, Arusha, Tanzania in 2006 5. Roger von Oech, A Whack on the Side of the Head, Creative Think, 1983 Kenneth Hekman is the President of Health Development International, a US-based global healthcare management training and consulting partner with IHF. www.healthdevelopment.org 16 Hospital and Healthcare Innovation Book 2009/2010
Page 1: International Hospital Federation I
Page 4 and 5: Introduction Sterile Barrier System
Page 6 and 7: Contents Healthcare transformation
Page 8 and 9: International Hospital Federation H
Page 11 and 12: Introduction Introduction ERIC DE R
Page 13: Innovation and strategy 14 Creativi
Page 18 and 19: Innovation and strategy: risk manag
Page 26 and 27: Innovation and stategy: Acceleratin
Page 28 and 29: Innovation and stategy: Acceleratin
Page 30 and 31: Innovation and policy: disease surv
Page 36 and 37: Innovation and clinical specialitie
Page 42 and 43: Innovation and strategy: infectious
Page 48 and 49: Innovation and policy: infectious d
Page 54 and 55: Innovation in clinical specialities
Page 66 and 67:
Innovation and clinical specialitie
Page 68 and 69:
Page 70 and 71:
Innovation in clinical specialities
Page 72 and 73:
Page 74 and 75:
Page 76 and 77:
Page 78 and 79:
Page 80 and 81:
Page 82 and 83:
Innovations and clinical specialiti
Page 84 and 85:
Page 86 and 87:
Page 88 and 89:
Page 90 and 91:
Company Profile: Shimadzu Europa Gm
Page 92 and 93:
Page 94 and 95:
Page 96 and 97:
Page 98 and 99:
Page 100 and 101:
Page 102 and 103:
Page 104 and 105:
Page 106 and 107:
Page 108 and 109:
Page 110 and 111:
Page 112 and 113:
Page 114 and 115:
Page 116:
Page 119 and 120:
Company Profile: Wipak Medical Wipa
Page 121 and 122:
Innovations in patient care: infect
Page 123 and 124:
Page 125 and 126:
Page 127 and 128:
Page 129 and 130:
Innovation in patient care: patient
Page 131 and 132:
Innovation in patient care: patient
Page 133 and 134:
IHF reference The International Hos
Page 135 and 136:
C M Y CM MY CY CMY K with support f
Page 137 and 138:
IHF reference IHF Governing Council
Page 139 and 140:
IHF reference IHF Consultants Audit
Page 141 and 142:
IHF reference JAPAN JAPAN HOSPITAL
Page 143 and 144:
IHF reference KENYA THE NAIROBI HOS
Page 145 and 146:
IHF Corporate Member Profiles GE He
Page 147:
How Can Health Organizations Get th
show all

Full document - International Hospital Federation

Create successful ePaper yourself

Delete template?

Save as template?