Making the journey toward culture change in healthcare

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Just Now Web Culture change has generated movement away from the hospital-based medical model that dictates a day to shower, a time for meals, a time for activities, …. After embarking on a Six Sigma journey , many organizations soon realize that one of the most significant ….

Therefore, it is imperative that culture change policies are not monitored only in terms of the extent to which they foster constructive change, but also in terms of the perverse side effects that they inadvertently generate. There is increasing international interest in managing organizational culture as a lever for health care improvement.

Appeals for culture change in health systems draw upon a belief that culture is related to organizational performance. Some studies have suggested that culture might be an important factor associated with the effectiveness of a wide variety of organizations across a range of sectors [ 4 — 6 ], including health care. Key factors that appear to impede culture change across a range of sectors include: inadequate or inappropriate leadership; constraints imposed by external stakeholders and professional allegiances; perceived lack of ownership; and subcultural diversity within health care organizations and systems.

To transform the culture of a whole health system such as the UK National Health Service would be a complex, multi-level, and uncertain process, comprising a range of interlocking strategies and supporting tactics unfolding over a period of years. She said that the only way for an organization to reach its full potential is through people. Smith said. At a conference in March, Dr. Glenn Crotty, chief operating officer, and Josh Floren, associate administrator, shared their insights and experiences.

They noted the importance of driving awareness and creating a shared need in the organization. To gain physician buy-in, they said it was important to focus on how patients would benefit — not just the financial rewards. Crotty said. Use visioning exercises to identify how the process would work in a perfect world.

Then, to mobilize commitment, you need to make sure all parties know that other critical members of the group support the changes. Set up a work team that includes all persons involved in making it work. In the end, many factors will contribute to the level of success a healthcare organization is able to achieve. But to make the most of Six Sigma as an enabler for culture change, most experts believe it is crucial to begin with a carefully crafted plan that focuses heavily on acceptance and alignment with strategic goals.

Those who are just beginning a new initiative in their organization should aim for quick wins with meaningful, well-scoped projects. Projects should target specific processes that can be mapped or measured. Along with all the things that can and should be measured — return on investment, cycle time reduction, increased capacity, fewer errors, etc. Transforming the culture to one that continuously strives for perfection and feels empowered to make change happen will ultimately translate to better care for patients.

Achieving that goal can make all other metrics seem less important. About the Author.