Frontiers of Health Services Management - Fall 2013 - (Page 7)
acknowledges that the new organization
will be distinctly different than the separate entities. its differences reflect the mix
of catholic, Jewish, and secular academic
legacies as well as the diversity of the communities served by KYone’s academic,
teaching, and community hospitals located
in urban, rural, and small-town environments all across Kentucky. this mixture
of cultures and historical missions makes
KYone one of the most diverse and
uniquely sponsored healthcare delivery
organizations in the United States.
the values that KYone has adopted will
drive behaviors and be incorporated into
every major action the organization takes.
in fact, when key decisions are made, the
values will be incorporated into a broader
process, sometimes referred to as an ethical discernment process. During the ethical discernment process, decision makers
use the organization’s mission, vision,
and values as a framework to consider
a broad set of decision-related factors,
including financial impact. they also take
into account the impact of various alternative actions on the community and other
stakeholders. for example, we expect to
use the ethical discernment process on
a regular basis as we begin integrating,
rationalizing, and consolidating programs
and services across the organization. in
many instances, services are redundant or
the level of service required by a particular
community requires evaluation.
as a system, KYone is committed to
providing the resources necessary to serve
the healthcare needs of its communities.
in the reformed healthcare environment,
those resources will be based on a population health management model of service
delivery. Under such a model, the need for
acute care services is expected to decrease.
R ut h W. B r inkl e y, FAC H E • 7
f e a t u r e
the University of louisville School of
Medicine. as part of an academic health
sciences center, UlH brings additional
diversity in the areas of state ownership,
historical mission, and organizational
culture. the addition of the third partner
brings KYone a greater level of distinction
as perhaps the only health system in the
United States that is combining catholic
(christian), Jewish, secular (state), and
academic components. this cultural mix
results in a rich and dynamic environment
for which no current model is available to
replicate in developing the organization’s
culture. culture-shaping efforts, then, are
focused not only on shaping the internal
culture of KYone and its partners but also
on preparing it for the way care will be delivered in the larger, reformed healthcare
environment.
an example of the parent organization’s influence can be seen in the process
KYone used to define values for the newly
merged organization. Because it recognized that each predecessor organization
had its own set of defined values, the organization used focus groups and surveys
to gather input from employees across
the legacy organizations, including UlH
and the University of louisville School
of Medicine. the KYone board has been
actively engaged as well. in april 2013,
the board adopted the values that cHi
used for many years: reverence (respect),
integrity, compassion, and excellence. the
reasons for this choice are discussed later
in this article.
although those values come from
one sponsor, KYone has devoted much
time and care to defining them and
shaping the overall culture in ways that
recognize the best and most important
aspects of all three organizations. KYone
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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