10 Rules for Accelerating Health Redesign and Improvement

The Institute for Healthcare Improvement has been a proponent of the acceleration of healthcare redesign. This article highlights the 10 suggested rules for acceleration of health redesign.

The Institute for Healthcare Improvement has been a proponent of the acceleration of healthcare redesign. This article highlights the 10 suggested rules for acceleration of health redesign.

1. Change the Balance of Power

Co-produce health and well-being in partnership with patients, families, and communities. Collaborative leadership is an important factor in transformation. It allows for the shift in the balance of power to occur in a positive manner.

Collaborative leaders excel by:

• Gaining and maintaining the trust of groups over which they may not have direct control or oversight

Bringing various organizations and people together in order to solve problems

Focusing on authentic leadership and steer clear of passive aggressiveness

Intensely pursuing transparency at all levels of decision-making

Viewing resources as instruments of action and not possessions.

• E

ffectively navigate the relationship between decision rights, accountability, and reward

2. Standardize What Makes Sense

The process of standardization, if implemented with a collaborative intent that results in ownership of the process, has great potential to drive transformational leadership and redesign. The standardization must include those involved in the process on a regular and ongoing basis. This instills a sense of ownership on the outcome, and a sense of value for the individual.

3. Customize to the Individual

The transparency of healthcare will aid in driving this customization. A better understanding of the patient’s values, needs, and wants is important in order to better tailor a personalized approach.

4. Promote Well-Being

Focus on outcomes that matter the most to people, appreciating that their health and happiness may not require healthcare. A needs assessment may help develop a better idea of what is needed in any given community. It is important to consider the varous sources of wellbeing and social determinants of health, including environment, occupation, age, and education.

5. Create Joy in Work

The promotion of well-being also extends to the work. When employees and staff have a sense of well-being, it ultimately benefits both the organization and the patient. Enjoyment of work leads to engagement in the work which allows for successful transformation.

6. Make it Easy

Continually reduce waste and all non-value-added requirements and activities for patients, families, and clinicians. Improving the workplace, such that it facilitates workflow and makes a complex environment better navigable, will make it easier for all parties involved.

7. Move Knowledge, Not People

Meet people where they are, literally. Improve the lines of communication in order to facilitate transfer of knowledge. Efficient communication also removes waste by keeping the patient at the center of all activity. Utilize all resources as your disposal to improve communication and leverage these to move knowledge, and not people.

8.Collaborate and Cooperate

Always work from a team-based perspective rooted in collaborative leadership.

9. Assume Abundance

Assuming abundance helps spread the network of reach as the patients support system plays a crucial role. When appropriate, the patients support system should be harnessed as an abundant resource.

10. Return the Money:

Reinvest in what is working in order to maintain forward momentum. It is also important to support the growth of organizations that are working to make a positive difference.

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