If you are an MCG client, log into the MCG Community to discuss this blog with other members. Kurt Lewin and the planned approach to change: A reappraisal. Photo courtesy of wavebreakmedia/Shutterstock The information contained in this article concerns the MCG care guidelines in the specified edition and as of the date of publication, and may not reflect revisions made to the guidelines or any other developments in the subject matter after the publication date of the article. – Dee Miller, MCG Solution Consultant (November 13, 2017) Through clear identity of the problem, proper planning for implementation, and plenty of collaboration and communication, organizations can successfully manage transitions. It is important that the organization have a learning mindset that leads to continuous improvement. Organizations should continually focus on being high performing, assessing internal and external forces impacting the business. These become the yardstick to which all actions and decisions are measured. The first steps include creating a vision and setting ambitious goals. Whether the change is aligning your second level review process or redesigning for organizational excellence, change leadership is grounded in the ability to motivate process improvement. To sustain excellence there must be a way to evaluate progress and performance within the organization. Performance monitoring and dashboard systems measure the program’s ability to deliver valuable outcomes and metrics. This standardization of the documentation process aligns the language between the care team, finance, and payer organizations. Documentation occurs in utilization or case management system to enable program performance monitoring, and allow all reviewers to be able to reference relevant documentation. Referral and return processes to the Physician Advisor must follow standard workflows using templates in a compliant manner that allows each team member to work to the top of his/her license. Organizations must be thoughtful in creating a standard second level review program or process using the techniques of change management to assure adoption and sustainability of their programs.Įffective communication between stakeholders by creating standard work and using standard tools becomes a priority. Administrate with C-suite team on program performance, trends, and analytics and notify of difficult physician interactions and trends.Advise on difficult compliance or regulatory cases, payor communications and process improvement feedback opportunities.Educate facility physicians, care managers, and the utilization management team regarding medical necessity of services.The role of the physician advisor is threefold,–educator, advisor, and administrator: As an example, a recent trend in the industry is the increased use of physician advisor services. MCG assists payers, providers and government entities in achieving the Triple Aim goals by implementing informed care strategies, proactively moving consumers toward health in efficient and consistent methods. Complex healthcare organizations are striving to solve complicated issues in a turbulent industry by delivering on the Institute for Healthcare Improvement’s (2016) Triple Aim 2- improved quality of care, increased patient satisfaction, and decreased cost. Like using a kaleidoscope, change teams must develop the ability to view an initiative from multiple perspectives. As the objectives and scope are identified, the team tasked with its execution must also explore the impact of any changes on both internal and external stakeholders. The premise of this model proposes once a change opportunity is identified, the change agent follows these three steps to make it stick (Burnes, 2004) 1. One of the simplest ways to manage change is to think of it in three distinct stages as described in the Lewin model: Transformation initiatives must have the ability to be measured, communicated, and implemented timely. A consistent strategy provides the structure necessary to gain support at all organizational levels. Yet, around 500 B.C.E., Heraclitus is quoted as saying, “There is nothing permanent except change.” Few industries are impacted by this reality more than healthcare which must adopt change management strategies using effective models to plan and implement changes successfully. In the age of knowledge, it is said the pace of change is more rapid than ever. Social Determinants of Health Resources.Cite: Evidence-Based Clinical Decision Support.
0 kommentar(er)
