Newsletter: Four Reasons Best Practices Fail to Spread

Posted on by CATALYSIS
John Toussaint, MD, has visited and observed nearly 200 healthcare systems in more than 17 countries. Almost every one of these organizations has undergone significant innovative care redesign in recent years and has attempted to spread that redesign. Unfortunately, most have failed.
Based on these observations of healthcare organizations, Dr. Toussaint and Montgomery Elmer, MD, have identified four common reasons that improvements fail to spread:
  1. A top-down approach
  2. A lack of compelling data
  3. Standard work for everyone but providers
  4. Lack of management
Announcing 2018 Lean Leadership Series
Our Lean Leadership Series is coming to California February 20-23 at MemorialCare in Fountain Valley.
We invite you and your team to join us to learn from practitioners who have been successful at lean application in healthcare. Select from many sessions designed to help your team on the journey towards transformation.  
New sessions include:
Spreading Improvement: Learn how to thoughtfully spread processes and behaviors while respecting the human aspects of change management. Diagnose Your Journey: Develop a plan to move your organization forward by identifying missing elements and connectivity.
Introduce Your Team to Healthcare Transformation
If you are looking for a way to introduce your leadership team to healthcare transformation, this book package of “Beyond Heroes” and “Management on the Mend” will provide the knowledge you are looking for.
  • A management system
  • Spreading model cells
  • How to organize a central improvement team
  • Clinical Business Intelligence
  • The first steps to transformation
Leaders: Embrace the Need to Change
Optimizing leadership skills is more important than ever, given a fast-changing healthcare environment rife with competitive new services such as CVS MinuteClinics, virtual second-opinion specialty shops, and offshore 24-hour radiology reading services. To adapt, and survive, organizations must take advantage of every bit of institutional talent. But this can happen only if leaders first embrace the need to change.
Catalysis' Executive Coaches have worked with many CEOs in hospitals around the world on how to develop an improvement culture. Here is what staff members have said about the results:
"Our CEO is more focused, supportive, and asks if he should step in... he has time for all directors and department heads."
"She says every person needs to solve the problems. She listens to you and acts like she is on the same level as you."
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