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As health care administrators, we play a pivotal role in recognizing the need to adapt and recommend responses to environmental changes that threaten achievement of organizational goals. You are completing this assignment to demonstrate your ability to recognize the need to adapt, evaluate appropriate responses, and recommend actions to improve organizational adaptive capability.
In the article, “Strategic Planning in Health Care: The Results are Everything…Or Are They?,” Schidlow (2008) explains, “A strategic plan needs to be like a musical score: the notes are all there, but some interpretive creativity must be allowed in its expression. There needs to be some flexibility to change course in response to untoward events or opportunities, without losing sight of the goals.”
In 350 words or less, describe an exle of a recent (within the past six years) external health care environmental pressure that changed your organization or an organization that you are familiar with. Use the following template to develop your initial post.
Type of health care organization (i.e., standalone hospital, health system, long –term care, hospice, medical group practice, pharmaceutical company, etc.) Brief description of the environmental pressure (be specific) that created the need to adapt. A description of the response carried out by the organization to change course and adapt. Did the response work (i.e., not losing sight of goals)? Why or why not? One recommendation you would make to improve the organization’s adaptive capability to the environmental pressure (provide support). Reference
Click the link below to download the assignment template.
Discussion 5.1: Organizational Adaptation Template
few articles that can help you
The article readings discuss organizations’ ability to adapt to environmental change factors.
Schidlow, D. V. (2008). Strategic planning in health care: The results are everything…or are they? The Physician Executive, 34(2), 32-34.
Kerfoot, K. M. (2009). Leading in times of turmoil: adaptation when there are no easy answers. Nursing Economics, 27(5), 341-342.
Nesse, R. E., Kutcher, D. W., #038; Rummans, T. (2010). Framing change for high-value healthcare systems. Journal for Healthcare Quality, 32(1), 23-28.
Hacker, S. K. (2012). Change ability. Quality Progress, 45, 16-20.
Berwick, D.M., Feeley, D., #038; Loehrer, S. (2015). Change from the inside out: Health care leaders taking the helm. JAMA, 313(17), 1707-1708.
Cutler, D.M. (2014). Who benefits from health system change? JAMA, 312(16), 1639-1641.
Denis, J. #038; Forest, P. (2012). Real reform begins within: An organizational approach to health care reform. Journal of Health Politics, Policy #038; Law, 37(4), 633-645.
Little bit information in Adaptation. Ignore Cases.Adaptive capability involves organizational responses to new conditions. Healthcare organizations (HCOs) must be innovative or proactive in responding to the pressures of competitors and regulators and to the expectations of various stakeholder groups—from customers to physicians. One indicator of adaptive capability is the presence of specialized units to carry out certain functions, such as strategic planning and marketing, that are concerned specifically with adapting rather than with operations.Strategic planning is an important managerial function. It can be conducted through a special unit, through some part of a special unit, directly by management, or by some combination of the above. Top management sees to it that information about the organization’s business is gathered. Questions about the organization’s mission, services, customers, competition, and strategies are addressed.Organizations have limited problem-solving capacities. They typically avoid uncertainty, engage in biased searches for ways of adapting, act on the basis of limited knowledge, and select alternatives on the basis of past successes (Milio 1983).Decisions to adapt can run counter to organizational goals and system maintenance. Even if the decisions can be shown, in hindsight, to have been technically appropriate, they may have been politically inappropriate. Managers may fail to consider the values of important stakeholders when they plan how to attain their mission and strategy. We are assuming, of course, that the HCO already has a carefully worked out mission and strategy, which it constantly reassesses in terms of competitive and regulatory pressures and in terms of the preferences and expectations of stakeholders, such as physicians and nurses.The four longer case studies in this section deal with questions of adapting the organization to meet the needs of employees and patients. How these questions are answered and what strategies are selected may have consequences that are different for specific organizations and for specific managers. In Case 41, “Challenges for Mammoth Health System,” a CEO, Barb Northrop, faces a series of choices about organizational priorities, given the organization’s desire to become an employer of choice. In Case 42, “A Home Health Care Dilemma,” two business partners consider whether their organization, C#038;A Home Health, should expand in response to market changes and reimbursement pressures. Next, in Case 43, “Should XYZ Healthcare Organization Make the Baldrige Journey?,” Sarah Cho, an administrative fellow at XYZ, must compile information about the Baldrige program to help inform leadership’s decisions about strategic direction. In Case 44, “Cultural Competency at Marion County Health Center,” efforts to address problems associated with racial and ethnic health disparities and discrimination lead an administrator to carefully consider the perspectives of multiple stakeholders and the implications for the future of the health center.The six shorter cases examine issues surrounding adaptation from multiple perspectives. In Case 45, “Shoes for the Shoemaker,” a director must decide among strategic alternatives for a health management program. In Case 46, “An Investment Decision for Central Med Health System,” leaders must choose between two investment options, knowing that the decision will have a major impact on product focus and delivery for the health system and have broad implications for a variety of stakeholders. In Case 47, “A New Look?,” a cosmetic surgeon considers a new strategic direction for her practice in the face of increasing competition. In Case 48, “Disparities in Care at Southern Regional Health System,” a CEO must take action when he is presented with evidence that his hospital has been providing disparate care across racial and ethnic categories. In Case 49, “How Can an ACO Improve the Health of Its Population?,” the manager of care coordination for a new accountable care organization must consider both organizational and patient perspectives in the context of an opportunity to improve the health of the community. Finally, Case 50, “Hearing the Patient Voice,” highlights the importance of considering patients’ perspectives and the value of patient and family advisers in healthcare delivery.ReferenceMilio, N. 1983. “Health Care Organizations and Innovation.” In Health Services Management: Readings and Commentary, 2nd ed., edited by A. R. Kovner and D. Neuhauser, 448–64. Chicago: Health Administration Press.
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