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 Collaborative problem solving vs. top-down management
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| Author | Topic: Collaborative problem solving vs. top-down management |
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RodWilliams Administrator Posts: 44 |
posted 05-16-2001 15:15
   
From Leverage Points Shop Talk-- Although many healthcare professionals want to create system-wide models for collaborative problem solving and decision-making, many healthcare institutions seem entrenched in disjointed, top-down styles of behavior. How can we begin to break this deadlock? |
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Kali Saposnick Administrator Posts: 6 |
posted 05-31-2001 10:54
This is indeed a common problem. We are conducting some research in South Australia with the lead youth and childrens government funded health service. In the health system competing paradigms (medical, human development, citizen centred) intersect with professional differences (eg doctors, nurses, social workers, administrators). How various parts of the health system pay attention to the other parts (or not pay attention) is often the source of the gridlock. Evidence based and client centred approaches seem to help unlock the problem - nothing new here - if a set of principles guide the decisions for all the decision makers then decision making is easier. We have found that the concept of social inclusion, that is appreciating that "joined up problems need joined up solutions" is one way to promote collaboration, shared visioning and decision making. Moira Deslandes |
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dedwards Junior Member Posts: 2 |
posted 09-05-2001 16:04
The question is simple, but the answer is extremely complex, as you know. Unfortunately, it has become our habit in healthcare to look to some other body to "regulate" almost every aspect of what we do. We have CMS, JCAHO, local, state, and the federal governments, insurers, professional associations,community groups, patients rights advocates, etc. What I think we need is simple unadulterated leadership. We need people in the system who are willing to take the risks to make a difference, to introduce new tools, and to question the culture. This could be career suicide, but that is the risk. The payoff is being able to make a real difference in what is unquestionably one of the most bureaucratic and entrenched systems in the world. If you happen to be chairman or CEO of your organization, this is somewhat less risky - people expect things like that of you. If you are a service line manager or some other mid-level position it would have to be done more quietly. I think, however, that in most organizations we have some ability to control our work and how it is done, and correct and thoughtful implementation of good principles should result in success, which is hard to argue with. Also, if you can find like minded individuals at any level, you might want to start a "club" or group that meets and discusses how things "might" be, and what power each of us has as individuals. You just might get a movement started! |
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