News — InnovateHC

Transition Healthcare From a State of 'Crisis' to 'High-Performance' in a Post-COVID-19 World

By Michael “Mike” J. Jones

Over time, InnovateHC has developed a proven track record of expertise in advising healthcare managers through leadership transitions and organizational change in governance structure, physician engagement, physician recruiting and retention, and value-based care. The global explosion of SARS-CoV-2 and its resulting COVID-19 pandemic in the first quarter of 2020 have shaken every facet of the collective U.S. healthcare system from supply chain to care delivery.

For leaders: Turn “What’s in it for me?” into “What’s in it for YOU?”

By Michael “Mike” J. Jones

It seems we’ve become more self-centered and focused on personal gains and benefits, especially in today’s society. When narrowing our perspectives to “self,” we create resistance to change because our sole focus is “What’s in it for me?” (WIIFM).

Change ManagementMike JonesFebruary 27, 2020healthcare, leadership, change management, stakeholders, transitions

Moving from a Culture of Blame to a Just Culture

By Michael “Mike” J. Jones

Well-known public speaker Wolfgang Riebe noted, “No one is perfect… That’s why pencils have erasers.” And, while the first part––none of us is perfect––is true, the second part is a bit glib. Some mistakes aren’t easily erased.

In recent weeks, I’ve been in multiple conversations about the prevailing “blame culture” in healthcare. When something happens, the finger-pointing begins — those involved in the incident look at who to blame––an individual at fault. A consequence of a culture of blame is that those who make mistakes, or who see something that’s not right, may put themselves at risk if they bring it to the attention of leadership. This is because, very often, the person who blows the whistle risks termination.

Organizational HealthMike JonesJanuary 20, 2020work culture, blame, just, trust, organizational health

Break the Status Quo Through Physician Engagement and Alignment

By Michael “Mike” J. Jones

Priorities may be shifting from the status quo for health care executives

According to a recent article written by Rachel Popa for Becker’s ASC Review, healthcare executives are increasingly focusing on revenue growth in outpatient services, according to Advisory Board's 2019 Health Care CEO survey.

Advisory Board, a research and consulting company, surveyed 90 C-suite leaders between January and March. Fifty-seven percent of respondents said their No. 1 priority was increasing ambulatory access. Increasing ambulatory access includes changing hours of operation, the number of staff available and the movement of patients through a facility.

The other four top priorities for healthcare executives include:

Minimizing unwarranted clinical variation
Strengthening primary care alignment
Redesigning health system services for population health
Innovative approaches to expense reduction

Status quo: The current state of being

For healthcare professionals, particularly physicians, what is the status quo? It’s already high and ever-increasing costs of healthcare, with inconsistent clinical outcomes and low patient satisfaction. Burnout among physicians is very high because they find multiple stumbling blocks in their medical practice. Professionals frequently refer to the current state of healthcare organizations as a “sick care system” with hospital services as a primary focus and designed to take care of patients when illnesses and injuries occur.

Physician EngagementMike JonesSeptember 23, 2019leadership, physician, engagement, alignment, patient satisfaction, healthcare

‘Small’ changes render big results: cultural shift to performance excellence

By Michael “Mike” J. Jones

Physician dissatisfaction, staff dissatisfaction, and low patient satisfaction are interconnected, common themes in healthcare leadership discussions. While the cycle seems to spiral uncontrollably, it isn’t impossible to manage the processes of healthcare to positively influence outcomes.

Certainly, not all outcomes are positive. Some diseases may only be managed, not cured. Any number of factors impact patient, physician and staff attitudes. It is possible, though, to systematically modify healthcare organizational cultures to reach goals of a performance excellence philosophy.

Begin with understanding the VISION you seek: To maximize success in the ever-evolving healthcare environment through physician alignment and integration.

High Performing Physician Enterprise: Achieve Value Based Results

The healthcare industry is at a crossroads. Consumerism, regulatory requirements, payer requirements, employer demands and other factors are driving forces for change in service delivery. Now is the time to get it right. We need to reduce cost, control utilization, streamline delivery of care, deliver care in a manner that exceeds patient expectations at all times, manage the health status of the communities we serve and demonstrate continuous improvement in achieving best in class clinical outcomes.

The industry, as a whole, needs to focus on the “Triple Aim” (low cost, service oriented and high quality). In doing so, we cannot neglect that we can only navigate the course to achieving value based results with a high performing team of leadership representatives, management representatives, physicians, other clinical providers and staff, thus achieving the “Quadruple Aim.”

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Priorities may be shifting from the status quo for health care executives