Chris is the health care administrator for Health Innovations South, a large network of regional hospitals and care centers that provide direct patient care and engage in health research. In a recent market analysis, Chris discovered that Health Innovations South is ranked among the lowest 25% of all health networks in promoting patient engagement, interaction with providers, and access to health information. Chris also noticed that all health networks that ranked in the top 25% had fully implemented patient-centered medical homes (PCMH) that allow health care professionals and patients to interact with each other and access health information to make informed decisions and to promote positive health outcomes.
Chris decides to bring this matter to the board at their next meeting as a call for action to improve Health Innovations South’s performance in empowering health care professionals and patients with such innovation. Recognizing that such a change requires organizational capacity for fostering continued innovation in practice, Chris also realizes the inherent risk in mobilizing current resources toward development of a PCMH. However, electing to not move forward with the development of the PCMH may hinder Health Innovations South’s performance in the marketplace. As a health care administrator committed to innovation, Chris is confident that such a move is indeed necessary.
For this Discussion, reflect on the scenario presented and consider the strategies that you, as a current or future health care administrator, might implement to improve organizational capacity for innovation.
By Day 3
Post an explanation of how an HSO might develop organizational capacity for innovation. Explain how you as a current or future health care administrator might assess the readiness of an HSO to develop organizational capacity for change. Then, explain how your organization might implement change management strategies for innovation, and explain why you would use those strategies. Be specific and provide examples.