Health Systems in Action: an eHandbook for Leaders and Managers

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2. LeADiNG AND MANAGiNG: CRitiCAL COMPeteNCieS fOR heALth SYSteMS StReNGtheNiNG 2:29 FIGURe A-1. the Fishbone Diagram Processes and procedures Policies Current situation © 2010 MANAGeMeNt SCieNCeS fOR heALth HeAltH SySteMS In ACtIon Environment People
2. LeADiNG AND MANAGiNG: CRitiCAL COMPeteNCieS fOR heALth SYSteMS StReNGtheNiNG 2:30 the five whys technique The Five Whys exercise is a questioning technique developed by Imai Masaaki and made popular as part of the Toyota Production System in the 1970s. It will help your team get beyond obvious symptoms and identify the primary or root causes of a problem. Asking “why” five times prevents mistaking symptoms for causes and gives a more complete picture of how the problem came into being. When you are working with a cause-and-effect diagram and have identified a probable cause, ask, “Why is that true?” or “Why is that happening?” To each answer ask “why” again. Continue asking “why” at least five times, until the answer is “That is just the way it is, or that is just what happened.” Then you can work on addressing the underlying factors that are truly causing the problem. FIGURe A-2. An example of the Five Whys technique What is happining that should not be? Why is it happening? PRoBleM the clinic does not have vehicles 1 All our vehicles are broken down Why is that? 2 they were not properly maintained Why is that? 3 there was no money for maintenance Why is that? 4 it wasn’t in the budget 5 No one thought about it Why is that? www.msh.org/resource-center/health-systems-in-action.cfm HeAltH SySteMS In ACtIon
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Health Systems in Action an ehandbo
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Health Systems in Action an ehandbo
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contents List of Figures viii Healt
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Glossary of human resource manageme
Page 9 and 10: Figure 3. Typical Stock Card 7:27 F
Page 11 and 12: The Health Extension Program, which
Page 13 and 14: What People Are Saying about Health
Page 15 and 16: We wrote this book for health care
Page 17 and 18: acknowledgments Health Systems in A
Page 19 and 20: Acronyms ACf allocable cost factor
Page 21 and 22: CHAPteR 1 Achieving Results by Stre
Page 23 and 24: 1. AChieViNG ReSULtS BY StReNGtheNi
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Page 63 and 64: 3. PROMOtiNG GOOD GOVeRNANCe iN PUB
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4. PLANNiNG the WORK AND WORKiNG Wi
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Where are we going? 4. PLANNiNG the
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How will we get there? 4. PLANNiNG
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APPenDIX D. Activity Selection Deci
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5. MANAGiNG hUMAN ReSOURCeS 5:2 Int
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5. MANAGiNG hUMAN ReSOURCeS 5:8 An
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5. MANAGiNG hUMAN ReSOURCeS 5:10 3.
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5. Managing HuMan ResouRces 5:24 Ad
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5. MANAGiNG hUMAN ReSOURCeS 5:26 AP
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5. MANAGiNG hUMAN ReSOURCeS 5:30 th
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CHAPteR 6 Managing Finances and Rel
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6. MANAGiNG fiNANCeS AND ReLAteD SY
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7. MANAGiNG MeDiCiNeS AND heALth PR
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CHAPteR 8 Managing Information: Mon
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8. MANAGiNG iNfORMAtiON: MONitORiNG
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9. MANAGiNG heALth SeRViCe DeLiVeRY
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9. Managing HealtH Service Delivery
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