Organization for health professions: Tools for situation analysis

Organization for health professions: Tools for situation analysis

The Deming wheel or PDCAcycle

Plan the change

Test and implement

Monitor the effects and check the results

Acquisition and standardization

Professional skills and organizational context

Knowledge

• General

• Specific

• Related to the context: organizational process)

Skills

• Specific professional

• Cross-cutting: (relational)

Personal traits/ psycho-social resources

• Motivations

• Attitude at work

• Values

• Social representations

• Personal qualities

• Skills/interests

Organizational context

• Environment and organization

• Definition/ sharing of the expected behaviour and working conditions

Organization for health professions:

Tools for situation analysis

Professional skills and organizational context

Individual skills

Effective actions and behaviours

Skills required by the position

Organizational environment

The organization that learns

New organizational model

Current organization

Learning

New identity and role awareness

The organization that learns

The organization that learns

The traditional organization

• Is the sum of the activities and Organizational Units

• Promotes hierarchy

• Activities and development are oriented by the top management

• Change is linear, predictable and controllable

The organization that learns

• Integrates the activities into a system

• Relies on networks of autonomies and responsibilities

• Each element is in charge of learning and developing activities in coordination with the others

• Is equipped to deal with difficult situations

The organization that learns

How behaviours should change:

The traditional organization

• Do only what you are asked to

• Focus on the task

• Play the victim

• Give advice

• Tell the others what to do

• Complain about problems

• Look for answers from the top management

• Let things happen

The organization that learns

• Do what is necessary

• Focus on the result

• Face up to your responsibilities

• Make proposals

• Discuss and act

• Seek solutions to problems

• Come up with new ideas and solutions

• Start and guide events

The organization that learns: Tools

The organization that learns: Tools

The organization that learns: Results

Critical/reflective thought

Individual responsibilities

Group responsibilities

The Hospital: a complex system

Mechanical systems

Complex systems

The characteristic of complex systems

The relationships between the elements of the system are NOT linear and unidirectional; the final product is NEVER the predictable result of the algebraic sum of its elements

The characteristic of complex systems

The complex system of healthcare organizations

The new frontiers of healthcare organization

REDEFINITION OF THE OFFER CONTINUITY OF CARE

The healthcare service

Homogeneity of interventions

Reorganization

Prevention Care Rehabilitation

Clinical medicine, even though effective and necessary, applies to treating the disease when it has already been diagnosed

The healthcare service

The healthcare service: new scenarios

Bed reduction

Change in the epidemiological picture

Search for quality

Reduction of the length of hospitalization

Technological innovation

Healthcare organizations look for new organizational models to optimize resources and put the patient at the centre, by planning a diagnostic and therapeutic pathway focused on individual clinical and care needs

The healthcare service: main objective

High level of integration between social and healthcare services

Homogeneity of social and healthcare services

Reorganization process

Cross-sectoral interventions

Continuity between care and rehabilitation activities

Implementation of integrated care pathways

The repositioning within the system

The Hospital is no longer an isolated facility

 For the user admitted to the Hospital

The Hospital is integrated into a network through a system link

 For the user admitted to the Hospital

Continuity of care with the provision of adequate services in an economically sustainable context

 For the user discharged from the Hospital

The healthcare service: a new strategy

The importance of integrated pathways

Goals of the new healthcare system

Organizational complexity of the Hospital

Contradiction:

• Expansion and increase of knowledge

• Fragmentation of competence

• Exaltation of specializations

• Social, territorial and professional mobility

Need:

• Adequate response to the healthcare needs of the population

• Multidisciplinary and multi-specialty approach

Hospital, today

The Hospital, tomorrow

based on Cross-cutting

Chiusura

Integration of the different disciplines, professional skills and responsibilities

Collaborative

New organizational needs

Integration

Organizational streamlining

Organizational streamlining

 need for consistency and homogeneity in the administration of the different Operating Units

 need for adaptation of the structure according to the situation changes

 need to combine the efficiency objectives to the effectiveness objectives of the organizational processes

Back to a patient-centred approach

 as the focus of healthcare production processes

Specialization and differentiation

 need to preserve the independent development of specific skills within the organization

Organizational objectives

Clinical objectives

Strategic objectives

Economic objectives

Need for an organizational model that can respond in a suitable manner to the high complexity of the system, and reach the levels of appropriateness, efficiency and effectiveness required to ensure the Essential Levels of Care

The risks of corporatization

Reconsider organizational choices

Rationalization of expenditure

Meet

Organizational effectiveness

Strategy

Organization