Research and Theory to Foster Change in the Face of Grand Health Care Challenges
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- Description
- Contents
- About
This book contains an Open Access chapter.
Healthcare organizations today face widespread change as they confront varied grand challenges in uncertain environments. Leaders in healthcare require a comprehensive understanding of effective approaches to organizational change, yet the theoretical and practical landscape is evolving rapidly.
Volume 22 of Advances in Health Care Management focuses on environmental uncertainty and the responsiveness of health care organizations, the mechanisms of change and how leaders within organizations frame and execute change, and investigates organizational preparedness and response in the face of acute crisis. The authors highlight the key ways in which organizations must orient toward, and build adaptive resilience to weather, an environment of persistent uncertainty and change.
Section 1. Persistent drivers of environmental uncertainty
- Chapter 1. Back to the Future: What Healthcare Organizations Need to Thrive in the Face of Persistent Environmental Uncertainty; Rachel Gifford, Arno van Raak, Mark Govers,and Daan Westra
- Chapter 2. Measure Twice, Change Once: Using Simulation to Support Change Management in Rural Healthcare Delivery; Clair Reynolds Kueny, Alex Price, and Casey Canfield
- Chapter 3. Examining Knowledge Management and the Culture Change Movement in Long-Term Care: A Study of High-Medicaid-Census Nursing Homes; Tory H. Hogan, Larry R. Hearld, Ganisher Davlyatov, Akbar Ghiasi, Jeff Szychowski, and Robert Wheech Maldonado
- Section 2. Mechanisms of change – how leaders within organizations frame and execute change
- Chapter 4. Towards a Theory of Organizational DNA: Routines, Principles, and Beliefs (RPBs) for Successful and Sustainable Organizational Change; Mark Govers, Rachel Gifford, Daan Westra, and Ingrid Mur-Veeman
- Chapter 5. Innovation Diffusion Across 13 Specialties and Associated Clinician Characteristics; Zhanna Novikov, Sara J. Singer, and Arnold Milstein OPEN ACCESS
- Chapter 6. Safe Surgery Checklist Implementation: Associations of Management Practice and Safety Culture Change; Maike Tietschert, Sophie Higgins, Alex Haynes, Raffaella Sadun, and Sara J. Singer
- Section 3. Organizational preparedness and response in the face of acute crisis
- Chapter 7. Hospital Finances During The First Two Years of The Covid-19 Pandemic: Evidence from Washington State Hospitals; Nathan W. Carroll, Shu-Fang Shih, Saleema A. Karim, and Shoou-Yih D. Lee
- Chapter 8. Sustaining Preparedness in Hospitals; Elveta D. Smith
- Section 4. Socio-political and demographic shifts require preparedness outside of acute crisis
- Chapter 9. The Co-production of Health Framework: Seeking Instructive Management Models and Theories; Anne M. Hewitt
- Chapter 10. Perceived Value of the Inclusion of Parent-to-Parent Support in Case Conferences and Care Planning for Children with Special Health Care Needs; Valerie A. Yeager, Jyotsna Gutta, Lisa Kutschera, and Sarah M Stelzner
- Chapter 11. Organizational and Policy Challenges and Priorities for Integrating Family Care Partners into the Health Care Team; Minakshi Raj
Jennifer L. Hefner is Associate Professor in the Division of Health Management and Policy, The College of Public Health, Ohio State University, USA.
Dori A. Cross is Assistant Professor in the Division of Health Policy and Management, School of Public Health, University of Minnesota, USA.
Patrick D. Shay is Associate Professor in the Department of Health Care Administration at Trinity University, USA.