Turning doctors into leaders

Partners HealthCare System, Boston, USA.
Harvard business review (Impact Factor: 1.27). 04/2010; 88(4):50-8.
Source: PubMed
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    • "Physicians normally face stringent time constraints and may therefore resist the EHR system if it is difficult to use and time consuming (Ilie et al., 2009; Yu et al., 2013). Physician resistance to be audited (Grider et al., 2009) and their reluctance to criticize colleagues (Lee, 2010) also play a part in their lack of motivation to collaborate during EHR implementation. Hence, as depicted in Table 4, the analysis prescribes CSF 20 (which applies to the introduction and adaptation phases)— setting the right expectations by educating clinical and administrative staff about direct EHR benefits, such as greater efficiencies in administration, governance, research, and patient care (Greenhalgh et al., 2009), and explaining the importance of their collaboration (Holden, 2010); and CSF 21 (which applies to the introduction and adaptation phases)—building appropriate incentives and penalties to motivate users that the sacrifice of time and effort required to create accurate and complete clinical records will ultimately lead to EHR benefits (Berg, 2001; Greenhalgh et al., 2009). "
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    ABSTRACT: Adoption of electronic health record systems in healthcare has been relatively slow. This article proposes critical success factors for electronic health record adoption based on a comprehensive literature review and prescriptive analysis. The proposed 26 critical success factors for electronic health records are of value to both practice and research: practitioners are offered guidance with regard to managing electronic health record implementations toward adoption success, while researchers are offered a basis for further research about electronic health record implementation and adoption.
    Information Systems Management 10/2014; 31(4). DOI:10.1080/10580530.2014.958024 · 0.58 Impact Factor
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    • "The reason for this was because she pointed out that various physicians were giving conflicting information and she wanted to be sure they actually communicated with each other. According to Lee (2011) this is exactly why a new kind of leader is desperately needed (one that insists on EBML, can organize doctors, improve certain processes and most of all get rid of all the dysfunction that takes place). Gawande (2009) has spent years in his determination to fix healthcare. "

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    • "The top three employee effects and impacts described in this paper: empowerment, leadership and engagement are key enablers for both Lean Healthcare and Productive Ward: RTC implementation. Successful implementation or transformation in any health care environment using these initiatives or any tools for improvement requires the complete involvement of health care professional groups and employees combined with a new breed of leadership that focuses on patient outcomes and performance measurement as a key motivator (Lee, 2010). "
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    ABSTRACT: Background: Health Services world-wide are continually striving for more cost-effective, improved, quality focused modes and models of care delivery. The Productive Ward: Releasing Time to Care (RTC) is an improvement initiative specifically led by nurses which has been relatively well accepted, adopted and spread internationally. It was designed and developed using improvement principles of ‘Lean Manufacturing’ and formally introduced in Ireland in 2011. Lean and Lean-thinking have their origins in the Toyota Production System. It is a philosophy that loathes waste and strives to eliminate defects and continually attacks both in a never-ending pursuit of perfection. Lean thinking discourages the process of ‘workarounds’ and encourages resolution at the root of the problem. The term ‘Lean Healthcare’ is a relatively new term with a focus on efficiency and patient satisfaction. Aim and objectives: This study reviews the Productive Ward: RTC and Lean Health Care Literature to date, and extracts the reported effects and impacts on employees who engage with it. The study aims to identify key characteristics and investigates the strength of the connection between the two models. Methods: In a systematic review of the literature we searched the published material relating to both Lean healthcare and Productive Ward: RTC, using contemporary nursing and health care journal databases. The literature was then selected using strict systematic inclusion criteria and reviewed. Analysis and Results: The reviewed articles were subjected to a systematic qualitative content analysis to identify key characteristics of reported employee experience, effect and impact. The study identified common and unique employee effects and impacts that exist between Lean-type initiatives in Health Care and the Productive Ward: RTC programme and these are discussed in detail. Recommendations: The themes identified provide insight and impact information to those responsible for implementing improvement initiatives, like Lean or the Productive Ward: RTC, from both a planning and everyday work perspective.
    RCSI Faculty of Nursing, 32nd Annual International Conference; 02/2013
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