Journal of Healthcare Management - March/April 2014 - (Page 157)

w Hy H ospital i Mprove Ment e fforts f ail : a v iew f roM tH e f ront l ine REFERENCES Similarly, being unaware of, being indifferent to, or ignoring these barriers to change may result in competitive disadvantage and ultimate failure. On the basis of our study findings, we encourage hospital and healthcare executives and their leadership teams to address each question listed in Figure 2 the next time they approach a change initiative in their healthcare enterprise. The responses may play a significant role in determining the outcome of upcoming changes. And, as stated earlier, any change worth making is worth making right; to do otherwise is to create change in the wrong direction. L I M I TAT I O N S A primary limitation to this research study that might affect its generalizability is the small sample size of 167 frontline leader participants coming from only four Midwest communities. Small research samples may inherently include some degree of sample bias caused by the unique characteristics of each hospital, the unique characteristics of the study participants or geography, or other regional influences. However, the current healthcare climate is driving organizations across the United States to react to the same set of regulations and other challenges, which might help mitigate this issue. In the end, every effort was taken to accurately capture the input of this sample of frontline participants to provide the reader with a rich description of the factors that cause a hospital change or improvement initiative to fail or succeed. American College of Healthcare Executives (ACHE). (2011). Top issues confronting hospitals: 2010. Healthcare Executive, 26(2), 100. Bazzoli, G., Dynan, L., Burns, L. R., & Yap, C. (2004). Two decades of organizational change in health care: What have we learned? Medical Care Research and Review, 61(3), 247-331. Capoccia, V. A., & Abeles, J. C. (2006). A question of leadership: In what ways has the challenges of improving health and health care informed your understanding and practice of leadership? Leadership in Action, 26(1), 12-13. Cunningham, C. E., Woodward, C. A., Shannon, H. S., MacIntosh, J., Lendrum, B., Rosenbloom, D., & Brown, J. (2002). Readiness for organizational change: A longitudinal study of workplace, psychological and behavioural correlates. Journal of Occupational and Organizational Psychology, 75, 377-392. Dye, C. (2010). Leadership in healthcare: Essential values and skills. Chicago, IL: Health Administration Press. Kotter, J. (1995). Leading change: Why transformation efforts fail. Harvard Business Review, 93(2), 59-67. Longenecker, C. O., Papp, G. R., & Stansfield, T. C. (2007). The two-minute drill: Lessons for rapid organizational improvement from America's greatest game. San Francisco, CA: Jossey-Bass. Longenecker, C. O., Papp, G. R., & Stansfield, T. C. (2009). Quarterbacking real and rapid organizational improvement. Leader-toLeader, 51(Winter), 17-23. Longenecker, C. O., & Simonetti, J. A. (2001). Getting results: Five absolutes for high performance. San Francisco, CA: Jossey-Bass. McAlearney, A. S. (2010). Executive leadership development in U.S. health systems. Journal of Healthcare Management, 55(3), 206-222. 157

Table of Contents for the Digital Edition of Journal of Healthcare Management - March/April 2014

Journal of Healthcare Management - March/April 2014
Contents
Interview With Marna P. Borgstrom, FACHE, President and Chief Executive Officer, Yale New Haven Health System, and Chief Executive Officer, Yale-New Haven Hospital, Connecticut
Specialties: Missing in Our Healthcare Reform Strategies?
Costs and Benefits of Transforming Primary Care Practices: A Qualitative Study of North Carolina’s Improving Performance in Practice
Governing Board, C-suite, and Clinical Management Perceptions of Quality and Safety Structures, Processes, and Priorities in U.S. Hospitals
Use of Electronic Health Record Documentation by Healthcare Workers in an Acute Care Hospital System
Why Hospital Improvement Efforts Fail: A View From the Front Line

Journal of Healthcare Management - March/April 2014