Journal of Healthcare Management - January/February 2014 - (Page 12)
Journal
of
H ealt H care M anage Ment 59:1 J anuary /f ebruary 2014
common patients and provide an empirical basis for quality improvement efforts can
serve as a critical facilitator (Silow-Carroll & Edwards, 2013). And offering financial
and nonfinancial incentives designed to encourage rather than discourage teamwork
can help (Song & Lee, 2013; Biller-Andorno & Lee, 2013).
Experience has shown that individuals who pool their resources as a team in
pursuit of a common purpose lift the human spirit and generate energy. Teamwork
enhances learning as teammates teach each other, and it inspires confidence through
camaraderie and encourages extra effort as teammates rely on one another. Top-tier
service organizations in any industry nurture teamwork by recruiting people who
are likely to be team players. They also model teamwork in senior management;
establish high performance standards attainable only through teamwork; celebrate
group effort and achievement; avoid favoritism toward certain individuals; and
share information openly and delegate responsibility so that employees feel-and
are-included.
looKiNG aHEad
The next 5 years will reveal whether the ACO movement can fulfill its Triple Aim of
improving the care experience of patients, bettering the health of populations, and
reducing costs (IHI, 2013). Will patients who receive care at ACOs benefit from the
pooling of talent, as did Don, the Mayo patient? It is possible, but only by recognizing that medical teamwork depends on culture as much as-or more than-on structure. A culture of team-based care gave Don better options. Policy makers and ACOs
should aspire to nothing less.
aCKNoWlEdGMENt
The authors thank Frank Davidoff, MD, executive editor, Institute for Healthcare Improvement, for
his valuable suggestions on earlier versions of this column.
rEFErENCES
Beckham, D. (2013, February 19). Building a team of teams. Hospitals & Health Networks Online.
Retrieved from http://www.hhnmag.com/hhnmag/HHNDaily/HHNDailyDisplay.dhtml?id
=4960002469
Berry, L. L., & Seltman, K. D. (2008). Management lessons from Mayo Clinic. New York, NY:
McGraw-Hill.
Berwick, D. M. (2011, April 21). Launching accountable care organizations-The proposed rule for
Medicare shared savings program. New England Journal of Medicine. Retrieved from http://www
.nejm.org/doi/full/10.1056/NEJMp1103602
Biller-Andorno, N., & Lee, T. H. (2013, March 14). Ethical physician incentives-From carrots and
sticks to shared purpose. New England Journal of Medicine, 368, 980-982.
Christensen, C., Flier, J., & Vijayaraghavan, V. (2013, February 18). The coming failure of accountable care. Wall Street Journal, p. A15.
Clapesattle, H. (1941). The doctors Mayo. Minneapolis, MN: University of Minnesota Press.
Consumer Reports. (2013, May). Safety still lags in U.S. hospitals. Retrieved from http://www.
consumerreports.org/cro/magazine/2013/05/safety-still-lags-in-u-s-hospitals/index.htm
Forster, A. J., Childs, B. G., Damore, J. F., DeVore, S. D., Kroch, E. A., & Lloyd, D. A. (2012, August
9). Accountable care strategies: Lessons from the Premier health care alliance's accountable
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12
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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
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