Beyond incompatibility: integrating process for optimal performance.
Organizations are bringing disparate groups together to cut costs and integrate services. Ironically, they are finding the very people they look to for success are those who were used to working independently. At a breakout session of the Congress of Integrated Delivery Systems held in Dallas in March, 1997, participants were asked to share some of their real-world experiences as they worked toward integration. Mission statements tend to be at the head of the list for most organizations as they strive to integrate. Not all the participants agreed on their value, however. The success of reengineering depends on many factors. Is the facility fully behind the initiative? Is the team cohesive and focused? One participant pointed out that leadership was a problem: the staff was not empowered and in the end, the organization was leaderless--someone has to take control, this manager stated. Some groups have found that starting with a clean slate is helpful, particularly if the whole operation is flawed. Another manager felt that wiping the slate clean is not always the answer. Some industries have always looked at business along product lines and now healthcare is attempting to do the same. Will it work? One participant answered that this view has helped her organization see who their patients are. Another insists it has facilitated teamwork between disciplines. All would agree that communication is critical. Most agree that e-mail is a good tool and to some, it is invaluable. Slowly but surely, each organization will have to learn how to integrate its own processes and services.
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D003142:Communication; D019033:Delivery of Health Care, Integrated / Q000458:organization & administration*; D006754:Hospital Restructuring; D006801:Humans; D007324:Institutional Management Teams; D007857:Leadership; D009937:Organizational Objectives; D011357:Product Line Management; D014481:United States