Frontiers of Health Services Management - Fall 2013 - (Page 5)

on shared attitudes, beliefs, customs, and written and unwritten rules that have developed over time and are considered valid. culture is expressed in an organization’s self-image, inner workings, interactions with the outside world, and expectations for the future. Specific aspects of an organization’s culture are reflected in the following: • How the organization conducts its business and treats its employees, customers, and the broader community • the amount of flexibility the organization allows in decision making, idea generation, and personal expression • How power and information flow through the organizational hierarchy • How committed employees are to the collective well-being of the organization and the fulfillment of its objectives Shaping Culture at KentuckyOne Health as a brand-new organization, Kentuckyone Health (KYone) has an R ut h W. B r inkl e y, FAC H E • 5 f e a t u r e all organizations have cultures, and in the absence of intentional, purposeful culture shaping, cultures develop by default. cultures and the values on which they are built are long lasting, and once embedded, they are difficult to change because the way that an organization does things almost always remains constant over time. even when leaders deliberately try to create a culture, the work of identifying underlying, unspoken, or unacknowledged values and shaping the culture is difficult. cultures take significant time to develop and can be complicated to integrate and sustain. unprecedented opportunity to shape its culture in ways that will best advance the mission and vision that were developed during its formation. Kentucky’s health indicators rank among the worst in the United States. the state has high rates of cancer, obesity, diabetes, and death from heart disease or stroke. More than half of the state is medically underserved, especially in povertystricken areas, where there is a shortage of physicians or other licensed providers. for example, according to an estimate by the US Department of Health and Human Services (2005), Kentucky will experience a shortage of 3,000 doctors by 2020. although Kentucky’s problems are too great for any single organization to solve, KYone has the vision, commitment, resources, and reach to address some of the state’s greatest health challenges. KYone was formed in January 2012 with the vision of becoming the premier integrated, comprehensive healthcare system in the commonwealth. its vision calls for providing high-quality care close to home while reducing the incidence of disease and eliminating inequities in access. this is an exciting, bold, and sweeping vision, and it requires people who are passionate and committed to making the vision a reality. considering the significant healthcare needs of the state’s population and the fact that KYone was launched as a new organization, one of the executive team’s first initiatives was to assess and understand the culture of the legacy organizations. this was a key step toward our goal of identifying values and intentionally shaping the desired culture of the new organization. each of the predecessor systems (Saint Joseph Health System and Jewish and Saint Mary’s Healthcare) had

Table of Contents for the Digital Edition of Frontiers of Health Services Management - Fall 2013

Frontiers of Health Services Management - Fall 2013
Contents
Editorial
The Case for Values as a Basis for Organizational Culture
A Moral Compass for Management Decision Making: A Healthcare CEO’s Reflections
Ethics, Values, and Decision Making
Wanted: Morally Courageous Leaders
The Imperative of a Moral Compass–Driven Healthcare Organization

Frontiers of Health Services Management - Fall 2013

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