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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