title: Merging, de-merging, and emerging at Deaconess Billings Clinic.
abstract: Complexity theory offers a powerful model for effective mergers of health care organizations that differs substantially from customary approaches. Exploring how Deaconess Billings Clinic in Montana evolved from two separate and very different cultures provides insight into how organizations can apply a complex adaptive system (CAS) model of mergers to create more truly integrated health care systems. DBC's merger illustrates the phenomenon of emergence in complex systems, whereby structures arise that are not a synthesis of the pre-existing cultures or the result of a new culture being imposed. Instead, the merger is understood as an ongoing, self-organizing process appropriately characterized by fits and starts, feelings of uncertainty, and other natural challenges of change and growth. By squarely surfacing the distinct cultures of the organizations through abundant interaction, relationship building, and information flow, differences can be creatively transformed, resulting in deep-seated change and the emergence of a genuine, shared health care system culture.
authors.affiliation: School of Management and Business, Adelphi University, USA. bman47@netaxs.com
authors.forename: K
authors.initials: K
authors.lastname: Baskin
authors.forename: J
authors.initials: J
authors.lastname: Goldstein
authors.forename: C
authors.initials: C
authors.lastname: Lindberg
mesh_terms: D000554:Ambulatory Care Facilities / Q000458:organization & administration*; D003220:Conflict, Psychological; D017598:Efficiency, Organizational; D006273:Health Facility Merger / Q000458:organization & administration*; D006788:Hospitals, Voluntary / Q000458:organization & administration*; D009009:Montana; D015279:Organizational Culture; D009936:Organizational Innovation