Ijeoma achara 08162013_san antonio community rosc forum august 2013
Clinical Implications Of A Shift In A Health Care Organization
1. Clinical Implications of a
Shift in a Health Care
Organization’s Culture
Presented By:
Quintin Dukes, MSHA
Date: September 25, 2012
2. Evidence of a Dysfunctional
Work Environment
Signs of a Dysfunctional Results:
Work Environment •Infrastructural
•Poor Communication Fragmentation
•Too Many Bosses •Creation of silos
•Over-Control •Lack of coordination
•No Feedback •Poor community image
•Fear
3. Motivation for an Action Plan
• America's strength is not
our diversity; our
strength is our ability to
unite people of different
backgrounds around
common principles. A
common language is
necessary to reach that
goal.”
-Ernest Istook
4. Istook’s Application to Health
Care
• After the passage of the Patient Protection and Affordable Care Act
(PPACA).
• Diversity became a popularized health care buzzword, but many
health organizations misinterpreted the implications of diversity and
it’s expected outcomes.
• Putting up a sign in various languages is not diversity.
• An organization must “Walk the walk, and talk the talk.”
• Diversity is a learning tool that should be used to educate health
care staff on the different cultures of patients that they will be
treating.
• In coordination with Inclusion and Leadership this will improve the
delivery of patient-centered care, coordination of care, and a
patient’s treatment adherence.
• An organizational shift must occur in order to adopt and effectively
implement initiatives such as diversity.
5. An Organizational shift in
Culture
• Why shift an organization’s culture?
• Linked to performance.
• In health care, poor performance is linked to lower
productivity, poor quality of care, and fiscal waste.
• Lower productivity= medical errors and patient deaths.
• Poor medical service= poor community image.
• Fiscal waste= inability to produce a margin (No margin, no
mission).
6. Various Organizational
Cultures
• First, assess your current organizational culture and it’s
efficacy in continuously achieving your organization’s mission.
• Collaborate or Clan Culture
• An open and friendly place to work where people share a lot of
themselves.
• Create Culture
• A dynamic, entrepreneurial, and creative place to work.
• Control or Hierarchical Culture
• Rules and procedures govern behavior.
• Compete Culture
• A results-driven organization focused on job completion .
7. Components to Shifting an
Organization’s Culture
• Components needed:
• Inclusion = Teamwork
• Leadership= Servant-leadership
• Diversity
• All three components must work together to be effective.
• Anticipated Outcomes:
• Employee cohesion.
• Culturally diverse employees.
• Facilitation of communication from top-to-bottom and vice-
versa.
• Better delivery of patient-centered care, coordination, and
treatment adherence.
• Decrease in re-hospitalizations, patient deaths, and accrual of
bad debt.
8. Unconventional Action Plan
• Anticipated Time Frame: 5 years
• Staffing Ratio: 2:100 (FTE HR
staff: employees)- larger orgs.
• Year 1: Non-management staff
establish committees for inclusion,
leadership, and diversity .
• Year 2: HR leaders integrating senior
management.
• Year 3: Begin to implement feasible
organizational shifts.
• Year 4-5: Post-Intervention metrics
will measure:
• Employee equity , patient
satisfaction, employee retention,
productivity, and organizational ROI.