Chapter one:
Identification of Problem or Issue
Without question, effective management in any organization is a critical factor for success. The author suggests the effectiveness of having additional tools that assist in the management of healthcare in a terrible time. The tasks required are a set of instrument, including methods and technological techniques for managing complex healthcare environments. From an intern organizational perspective, a service oriented infrastructure facilities an organization to align its technical support by developing new services and combining existing once. The successful development and management of care management system are highly dependent on a partnership between the health system and its affiliated physicians. Because of the roles physicians play with the healthcare system, it is important they have adequate management system under the tough circumstance.
Making Connections
Usually, patient results can be carefully risk-adjusted taking into account patient demographics, pre-existing condition, patient compliance with treatment as well as concurrent or associated medical condition. Interestingly patient satisfaction with health status achieves cane be included as an important outcome measure; however, patient satisfaction with processes of care is considered a process measure, not an outcome. As with outcomes, costs need to be aggregated around an individual patient rather than discrete services related to health care. By measuring value in this manner, the author argues that individuals usually gain effective tools for comparing innovations in care delivery with practices that are undertaken in healthcare. These approaches reduce cumulative cost of acre over full care cycle.
Chapter two:
Interpretation of evidence
Much like Toyota companies, healthcare organizations need to ensure that they have better and improved way of managing healthcare. It is an adaptive design that perhaps health care practitioners need to ensure exist for them to handle effectively situations that require different approaches. The author, in fact, does insist that it is important for any managing organization to adopt the practices undertaken by Toyota Company and the way they handle their relevant resources (Kenagy 3). The author adds that Toyota has, in fact, its model of conducting its business and the habit of embedding principles into its culture and also appropriate models which additionally is considered advisable for healthcare
Challenge Assumption
In the past, when individuals paid most of their health care out of pocket, cost containment was very much in the hand of the patient. Today, many patients do not even see bills for services or, when they sigh with relief that most of the cost are dealt with by third parties. This comes to the authors concern because multiple clinical options have been high. There is a distinct need for policies to appraise the incorporated systematically in identification and development of a solution. An emerging field according to the author is the critical appraisal of complex health care issue, which is technology assessment.
Making Applications
Regardless of the “Adoptive Design” that the author proposes, management has the duty to define problems, determine a course of action and tell others down the chain of command what to do. Perhaps a complex adaptive system can be introduced to help in the recreating determination of the entire system such that the fundamental task of leaders to form a learning organization can be effective. A learning organization accommodates the ‘unknowability’ of a complex adaptive system since employees engage in continual learning to engage in the achievement of a collective vision (Ellis 23). It is, however, critical to ensure the adaptive design, as suggested by the author, much like Toyota Company, should be practiced.
Works Cited
Kenagy, John. Designed to Adapt: Leading Healthcare in Challenging Times Second River Healthcare, 2009
Ellis, Nick C., and Diane Larsen-Freeman. Language as a Complex Adaptive System Vol. 3. John Wiley & Sons, 2009
