Healing Healthcare Requires Leadership

“Fragmentation is one of healthcare’s central and most challenging problems,” according to the cover story in the April 2010 issue of Health Leaders Magazine. And one of the solutions? Leadership.

In Split Decisions, author Elyas Bakhtiari acknowledges that some regulatory and structural changes, if enacted, are geared toward changing this problem. But he writes, they will “only provide the framework for change. New care models will have to come from providers, and this will likely happen at the service line level.”

Bakhtiari discusses the competitive advantage — as well as the improved patient care — that hospitals gain when they improve the continuum of care. “For hospitals, the meat of the challenge lies in a handful of key changes: aligning with physicians, building multidisciplinary teams, tracking and benchmarking processes and outcomes, and partnering with post-acute facilities. But those changes aren’t easy to implement for every facility.”

He concludes that, “A lot of the work is based on process changes — improving communication, developing common forms, setting professional norms, educating providers, and tracking and sharing information. But it begins with leadership, most often from the hospital.”

“In our work with hospitals and healthcare systems, we’re hearing a lot of the same things that are reported in the Health Leaders article,” says CCL’s Henry Browning. “Improving healthcare requires a new leadership mindset, rather than minor improvements or fragmented solutions. Connectivity of care — within hospital systems and across partnerships — requires a culture of collaboration, integrative thinking and a commitment to change.”

Learn more about CCL’s work with healthcare organizations.

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