{"title":"Charting reengineering potential: a PFCA benchmark study. A first look at outcome measures across reengineering hospitals.","authors":"T Harlin, E Schmid","doi":"","DOIUrl":"","url":null,"abstract":"","PeriodicalId":80124,"journal":{"name":"PFCA review","volume":" ","pages":"2-20"},"PeriodicalIF":0.0,"publicationDate":"1996-01-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"21035521","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
{"title":"Healthcare combinations. Part III: Cultural success through organizational involvement. Interview by Terry G. Williams.","authors":"M Sanders, K Tans, L Sobal","doi":"","DOIUrl":"","url":null,"abstract":"<p><p>Throughout the integration process, organizations must constantly envision new opportunities, create mechanisms for communication, set goals and build accountabilities at appropriate levels within the organization. Ideally, an integration process will identify and build cultural strengths wherever they are in the organization and minimize the negative impact of change. An integration process that taps the creative, productive potential throughout the organization will not only reap more benefit from the integration process itself, but also will successfully navigate the culture through the rough waters of change.</p>","PeriodicalId":80124,"journal":{"name":"PFCA review","volume":" ","pages":"2-6"},"PeriodicalIF":0.0,"publicationDate":"1996-01-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"21030312","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
{"title":"Restructuring critical care services. Part III: Successful implementation preparation.","authors":"T G Williams, C P Harmon","doi":"","DOIUrl":"","url":null,"abstract":"<p><p>Successful implementation in a redesigning organization does not happen without a sound design, good implementation planning and effective leadership. The focus of the implementation preparation must change prior to and after the \"go live\" implementation date. Implementation preparation requires intentional steps to build systems, communicate effectively and develop operational understanding among clinicians, physicians and management. Early effort should focus on planning for efficient day-to-day operations, development of measurement systems and contingency planning. Immediately prior to and after implementation the focus should be on communication, goal setting, issues prioritization and fact-based issues resolution. After the first couple of months of implementation, the focus should move toward mentoring teams/individuals, building outcome measurement systems, identifying sources of future improvement and transferring more authority as appropriate to teams. Commit to comprehensive implementation preparation. Time spent on implementation preparation will pay large dividends during the challenging times of transitioning your organization to a redesigned world.</p>","PeriodicalId":80124,"journal":{"name":"PFCA review","volume":" ","pages":"18-23"},"PeriodicalIF":0.0,"publicationDate":"1996-01-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"21032292","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
{"title":"Team-based organizations: leading the essential transformation.","authors":"W Lorimer, J Manion","doi":"","DOIUrl":"","url":null,"abstract":"<p><p>Transforming organizations into team-based structures is an intense professional challenge. What begins as a structural change will not be completed until the cultural transformation has occurred. This process challenges leadership skill and experience-based competencies. But, the opportunities for personal and organizational growth are phenomenal. Stay open to the process, continually question and analyze outcomes, and utilize new leadership competencies.</p>","PeriodicalId":80124,"journal":{"name":"PFCA review","volume":" ","pages":"15-9"},"PeriodicalIF":0.0,"publicationDate":"1996-01-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"21030311","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
{"title":"Work redesign in the OR: potential improvement opportunities.","authors":"M G Galloway, T G Williams, R J Cimperman","doi":"","DOIUrl":"","url":null,"abstract":"","PeriodicalId":80124,"journal":{"name":"PFCA review","volume":" ","pages":"7-10"},"PeriodicalIF":0.0,"publicationDate":"1996-01-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"21030313","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
{"title":"An operating strategy for true integration--the next frontier for healthcare systems.","authors":"W J Leander, C S Ewing","doi":"","DOIUrl":"","url":null,"abstract":"","PeriodicalId":80124,"journal":{"name":"PFCA review","volume":" ","pages":"2-10"},"PeriodicalIF":0.0,"publicationDate":"1996-01-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"21032293","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
{"title":"Leadership value added profile: a valuable self-improvement tool for leaders.","authors":"G M Tomcik, L K Tracey","doi":"","DOIUrl":"","url":null,"abstract":"<p><p>In order to be successful leading within today's \"leaner and meaner\" organizations, managers will need to shift their energies from handling day-to-day operations to nurturing the cultural and structural changes that tomorrow brings. This crucial process of self-improvement begins with facts about how they specifically spend their time today. These facts, in turn, are the basis for actionable recommendations. Of course, the clock is ticking as organizations view with each other on the strength of their leaders. Time, once again, is not on our side.</p>","PeriodicalId":80124,"journal":{"name":"PFCA review","volume":" ","pages":"11-4"},"PeriodicalIF":0.0,"publicationDate":"1996-01-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"21030310","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
{"title":"Leadership spotlight. A clinician's perspective on clinical leadership and teams.","authors":"L VanTuyle","doi":"","DOIUrl":"","url":null,"abstract":"<p><p>Moving a large organization to a team-based environment is both challenging and rewarding for any hospital leader. It is essential for hospital leaders to remove barriers and provide adequate resources to teams for them to develop fully. Striking the proper balance between no intervention and too much intervention in the team's development is critical Our experience has shown that selecting strong clinical leaders helps facilitate the development of clinical teams. Not only do these clinical leaders direct the work being performed by the team, they also ensure that care quality remains high.</p>","PeriodicalId":80124,"journal":{"name":"PFCA review","volume":" ","pages":"15-7"},"PeriodicalIF":0.0,"publicationDate":"1996-01-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"21032291","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
{"title":"Transfer pricing. Part II: Vignettes from the front lines.","authors":"W J Leander","doi":"","DOIUrl":"","url":null,"abstract":"","PeriodicalId":80124,"journal":{"name":"PFCA review","volume":" ","pages":"2-6"},"PeriodicalIF":0.0,"publicationDate":"1996-01-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"21027742","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}