An Organizational Case Study of Mental Models among Health System Leaders during Early-Stage Implementation of a Population Health Approach.

IF 3.4 Q1 HEALTH POLICY & SERVICES
Journal of Healthcare Leadership Pub Date : 2024-10-16 eCollection Date: 2024-01-01 DOI:10.2147/JHL.S475322
Braeden A Terpou, Marissa Bird, Diya Srinivasan, Shalu Bains, Laura C Rosella, Laura Desveaux
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引用次数: 0

Abstract

Purpose: As the COVID-19 pandemic recedes, the importance of population health has come into sharp focus, prompting many health systems to explore leveraging population health data (PHD) for operational planning. This approach requires that healthcare leaders embrace the dual priorities of maintaining excellence in patient care while promoting the overall health of populations. However, many leaders are new to population-based thinking, posing a threat to successful operationalization if mental models are not aligned.

Patients and methods: This qualitative case study explored the alignment of mental models among 13 senior leaders at Trillium Health Partners (THP), one of Canada's largest community hospitals, as they embark on embedding PHD within operational workflows.

Results: All leaders recognized the necessity of adopting a population health approach amid resource constraints and growing pressures. When discussing the operationalization of PHD, two distinct mental models emerged among leaders: one focused on patient care and the other on population health. While executive leaders demonstrated a fluidity in their thinking between the two, programmatic leaders favoured one over the other. For example, some viewed the organization's focus on PHD as competing with their patient care responsibilities, while others saw the use of PHD as a solution to the organization's operational pressures. Despite these divergences, leaders unanimously stressed the importance of increasing the organization's risk tolerance and devolving decision-making as a necessary precursor to realizing the transformation to a PHD-driven approach.

Conclusion: These divergent mental models highlight a need to clarify the shared vision for the use of PHD along with its impact on leadership roles and accountabilities. These findings illustrate the current state from which THP aims to evolve and underscore the importance of aligning leaders' mental models as a critical step to facilitating successful integration of PHD and advancing a collective vision for healthcare transformation.

卫生系统领导者在人口健康方法早期实施过程中的心理模型组织案例研究。
目的:随着 COVID-19 大流行的消退,人口健康的重要性已成为焦点,促使许多医疗系统探索利用人口健康数据 (PHD) 进行运营规划。这种方法要求医疗保健领导者接受双重优先事项,既要保持卓越的患者护理,又要促进人口的整体健康。然而,许多领导者对基于人口的思维模式还很陌生,如果思维模式不一致,就会对成功实施造成威胁:这项定性案例研究探讨了加拿大最大的社区医院之一--Trillium Health Partners(THP)的 13 位高层领导在着手将 PHD 纳入业务工作流程时如何调整心智模式:结果:所有领导都认识到,在资源紧张和压力日益增大的情况下,采用人口健康方法十分必要。在讨论如何将 PHD 付诸实施时,领导者们出现了两种截然不同的思维模式:一种侧重于患者护理,另一种侧重于人口健康。虽然行政领导者在这两种思维模式之间表现出一定的流动性,但计划领导者更倾向于其中一种思维模式。例如,有些人认为组织对公共健康数据的关注与他们的病人护理职责相冲突,而另一些人则认为使用公共健康数据可以解决组织的运营压力。尽管存在这些分歧,但领导者们一致强调,提高组织的风险容忍度和下放决策权非常重要,是实现向 PHD 驱动型方法转型的必要前提:这些不同的心智模式突出表明,有必要明确使用 PHD 的共同愿景及其对领导角色和责任的影响。这些发现说明了目前 THP 的发展目标,并强调了调整领导者心智模式的重要性,这是促进成功整合 PHD 和推进医疗转型集体愿景的关键一步。
本文章由计算机程序翻译,如有差异,请以英文原文为准。
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来源期刊
Journal of Healthcare Leadership
Journal of Healthcare Leadership HEALTH POLICY & SERVICES-
CiteScore
5.40
自引率
2.30%
发文量
27
审稿时长
16 weeks
期刊介绍: Efficient and successful modern healthcare depends on a growing group of professionals working together as an interdisciplinary team. However, many forces shape the delivery of healthcare; changes are being driven by the markets, transformations in concepts of health and wellbeing, technology and research and discovery. Dynamic leadership will guide these necessary transformations. The Journal of Healthcare Leadership is an international, peer-reviewed, open access journal focusing on leadership for the healthcare professions. The publication strives to amalgamate current and future healthcare professionals and managers by providing key insights into leadership progress and challenges to improve patient care. The journal aspires to inform key decision makers and those professionals with ambitions of leadership and management; it seeks to connect professionals who are engaged in similar endeavours and to provide wisdom from those working in other industries. Senior and trainee doctors, nurses and allied healthcare professionals, medical students, healthcare managers and allied leaders are invited to contribute to this publication
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