Discussion Board 6

  1. Explain the common external factors compelling health care organizations to change.
  2. Describe the 5 stages of dying and how they can be applied to organizational change.
  3. Explain the difference between Lean Six Sigma projects seeking to improve outcomes and those seeking to  improve processes.
  4. What results did Trezciak et al (2018) achieve and how did their project differ from other improvement processes?

Bradd Vescogni

Discussion #6

Explain the common external factors compelling health care organizations to change. (25 pts)

  1. Customers, Competition, the economy, technology, political and social conditions and resources 

Describe the 5 stages of dying and how they can be applied to organizational change. (25 pts)

  • denial, anger, bargaining, depression, and acceptance

used to understand how employees respond to calls for change and develop strategies to ease the transition to new processes.

Explain the difference between Lean Six Sigma projects seeking to improve outcomes and those seeking to  improve processes. (25pts)

  • Improvement outcome projects can target outcomes directly, such as reducing mortality, infection rates, or wait times or increasing mobility or patient satisfaction, or indirectly by focusing on processes to ensure evidence-based guidelines are followed
  • process improvement  often aims at increasing the outputs produced from a set of resources by reducing waste and performance times.

What results did Trezciak et al (2018) achieve and how did their project differ from other improvement processes? (25 pts)

  • The LOS was declined by 24% and the average cost was reduced by 27%.  This also enhanced the patient experience by moving them sooner to a postacute environment that specializes in liberating them from mechanical ventilation.
  • They reported changes in cost savings

Joele Sydes

Explain the common external factors compelling health care organizations to change. 

  • There are plenty of external factors that contribute to healthcare organizations making changes.  Some of them include rapidly increasing cost of labor, pharmaceuticals, and equipment; an aging population requiring more services; growing reliance on public financing; burgeoning federal and state debt threatening to reduce reimbursement for Medicare and Medicaid and increasing calls for accountability. 

Describe the 5 stages of dying and how they can be applied to organizational change. 

  • The five stages of dying are denial, anger, bargaining, depression and acceptance.  In a organizational change standpoint, these five stages can still apply.  For example, the first reaction that some people have to change is denial, which can be inhibiting.  Change is vital when trying to improve an organization, so trying it reassure older employees and managers of when changes will be taking place, what the new changes will be and how those changes will affect them can be just as important.  Anger can manifest as challenges to management, divisiveness or blame-placing and all of these can sabotage any potential changes to an organization.  Bargaining can come in the form of promises from employees to work harder within current systems as long as they can keep the current processes in place.  Depression can be reactive or preparatory; both are not good, but require different types of attention.  Acceptance is the ideal final stage, but some employees never reach this part.  Those who don’t reach acceptance cannot be allowed to undermine the new changes and processes.

Explain the difference between Lean Six Sigma projects seeking to improve outcomes and those seeking to  improve processes. 

  • Outcome improvement projects aim at the outcomes directly like reducing mortality or infection rates.  Process improvement projects focus on increasing the outputs produced from a set of resources by reducing waste and performance times.

What results did Trezciak et al (2018) achieve and how did their project differ from other improvement processes? 

  • Trezciak et al measured inpatient length of stay.  In pre-Lean, the average length was 29 days and the cost was $66,335.  Post Lean, the average length was 22 days and the cost was $48,370.  The team saw a -24.1% change in length of stay and a -27.10% change in cost.  Their project was different from other projects because it had a small number of PMV patients.

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