While we lay the descriptive components of both old and new systems, it may seem That Complexity Science is all neatly packaged with all components looking grand, and working in accordance with organizational goals. There is no simple and single component that is independent of other parts. Even in this scenario of turbulence, leaders still do what they are expected to do: to lead and manage.
As long as there have been health care institutions, so is the push to improve the systems that make it work. In the recent years, Complexity Science shed new light on traditional thinking about human systems. This new perspective sees the healthcare system as more complex and more dynamic, and also as structurally multidimensional.
Working as a healthcare practitioner, whether as a physician, nurse, therapist or some other professional, you might have observed some form of a gap between senior management and staff, or among different healthcare professionals. Any institution or organization, big or small, is not immune to this problem. What should be done to close the gap?
The number of flights across the globe has exponentially increased since two decades ago, but the airlines have significantly made safer air travels more than ever. How did they do it? If healthcare is to make a major overhaul of its safety efforts, we must be willing to look into the aviation industry's proven ways to prevent medical errors and address patient safety issues.
Many of us in the healthcare sector have had our shares of hectic schedules. How many coffee breaks and lunches have we skipped just to get all our work done for the day? We have stopped counting. Most times we feel we are robbed of precious hours that we could have spent somewhere with our families or just for “me” time. Organizational stress usually happens due to overload brought about by change.
Enforcing change as part of process improvement is one thing, and getting people to change the way they think and act to embrace the change is another. The latter is such a humongous to an almost impossible task for the senior management. Getting employee buy-in becomes like chasing the end of a rainbow.
Maintaining centralized document management in healthcare is a necessity if you want to get through an audit. A manager who is unable to locate a relevant document can be viewed as incompetent and disorganized by surveyors during the accreditation process. Do you ever contemplate how to improve your organization’s document management system?
In the management of an organization, managers often fall into the temptation of relying on what they see to assess an employee’s performance. Come the time for their performance appraisal, that employee is given an excellent rating and high ranking even if they do mediocre work. This is a big mistake.
Have you ever received or completed a performance evaluation that had no meaning or input regarding how you or your employee was actually performing? In the last ten years, organizational functions that are responsible for performance management and employee evaluations have taken a step back and re-evaluated their approaches to this process.
Are you a charge nurse? A Recruitment Manager? A laboratory head? Or do you know someone who is?
These are the leaders who are in the middle management. They are not CEO’s and directors. They are not staff either. But they stand somewhere in between these extreme levels in the hierarchy. While it’s true that being in the position carries with itself some prestige, honor and a pay grade higher than those of the staff, lives of middle managers aren’t at all that easy.
When there is talk about hierarchy in the healthcare setting, it is more than just the structure of an organization. Hierarchy is often highly associated with ego, power, status and even money. A lot of health care workers complain about a one-sided flow of communication, with a focus on following orders and protocols, and less on finding solutions as a team