Journal of Healthcare Management - January/February 2014 - (Page 1)

E D I T O f R I A L ragmentation is a prominent feature of the American healthcare landscape; it is also one of the U.S. healthcare system's most serious afflictions. Care that is provided in a fragmented fashion can lead to negative and hazardous patient experiences, result in waste and duplication of resources and efforts, and impede the delivery of effective and efficient care (Shih et al., 2008). Some of the work presented in this issue of the Journal of Healthcare Management provides insights on and suggestions for overcoming the maladies associated with fragmentation among healthcare professionals, clinical settings, and care delivery approaches. Kenneth R. White, PhD, FACHE, associate dean for strategic partnerships and innovation at the University of Virginia School of Nursing, is this issue's interview subject. Dr. White offers his views on important healthcare change strategies, as shaped by his work with some of the best thinkers in the field, and shares his thoughts on interprofessional education and teamwork, how to improve the working relationship between nurses and administrators, the shift in emphasis in educational programs from content mastery to competency attainment, and the emotional challenges that those working in this field currently face. Our Implementing Healthcare Reform columnists for this issue, Leonard L. Berry, PhD, and Daniel Beckham, contend that fragmentation is the most serious disease affecting American healthcare today. Showcasing Mayo Clinic as a model for accountable care organizations (ACOs) and genuine team-based care, the authors assert that, absent a focus on encouraging a values-driven culture of teamwork, the potential of the ACO movement is limited by an overemphasis on structural elements such as incentives. Reflecting on his 25 years in an executive search capacity, Careers columnist Jack Schlosser, FACHE, describes eight key behaviors he has observed among leaders who have developed successful careers. The majority of cancer patients in the United States receive care in community settings, but their outcomes are not equivalent to those achieved through the cancer care provided in academic medical settings. In the community cancer care setting, advanced diagnostic tests and clinical trials are not always available, and care is often fragmented, with limited formal mechanisms for coordination of care across specialties or with primary care physicians. Donna M. O'Brien, FACHE, and Arnold D. Kaluzny, PhD, assess the role of the National Cancer Institute's Community Cancer Centers Program as a partnership mechanism for facilitating the translation of scientific advancements into community settings. They also provide pointers for the implementation of these types of partnerships. Although some patients provide written comments on their HCAHPS (Hospital Consumer Assessment of Healthcare Providers and Systems) surveys, these comments are not recorded and their contribution is poorly understood. John W. Huppertz, PhD, and Robert Smith, FACHE, investigate the value of anecdotal comments on HCAHPS surveys in terms of predicting two global outcome measures: overall hospital rating and intention to recommend. They found that patients' comments 1

Table of Contents for the Digital Edition of Journal of Healthcare Management - January/February 2014

Journal of Healthcare Management - January/February 2014
Contents
Interview With Kenneth R. White, PhD, FACHE, Associate Dean for Strategic Partnerships and Innovation and the University of Virginia Medical Center Professor of Nursing, University of Virginia School of Nursing
Team-Based Care at Mayo Clinic: A Model for ACOs
The Management Springboard: Eight Ways to Launch Your Career as a Healthcare Leader
The Role of a Public–Private Partnership: Translating Science to Improve Cancer Care in the Community Donna M. O’Brien and Arnold D. Kaluzny
The Value of Patients’ Handwritten Comments on HCAHPS Surveys John W. Huppertz and Robert Smith
Can Inbound and Domestic Medical Tourism Improve Your Bottom Line? Identifying the Potential of a U.S. Tourism Market
Success Factors for Strategic Change Initiatives: A Qualitative Study of Healthcare Administrators’ Perspectives

Journal of Healthcare Management - January/February 2014