Many health care professionals find it irritating when management
gurus recommend solving health care's problems with approaches they
would “copy and paste” from unrelated industries — a former chief
executive of a manufacturing company claims that the same simple lessons
that enabled him to transform his own industry can improve value in
health care, or a business-school professor offers an eight-point
leadership plan that she's translated into health care as easily as if
she'd translated it into French. Many people who work in health care
value outside perspectives and are open to new approaches — and yet
bristle at facile recommendations emerging from these translations.
At
the same time, health care improvements can come from people who don't
know the field asking, genuinely, “Couldn't you do it a different way?” —
where insiders might be less able to imagine alternatives. Principles
guiding high-impact innovation are evolving faster outside health care
than inside. So it makes sense not to give up on the management gurus
entirely, but we can distinguish between those who follow good
innovation practices and those who don't. Health care is not a single
problem but thousands of problems, and rather than seeking a solution
derived from other fields, we'd do better to find a solution process to use from within.
Link to full article here.
Originally published in NEJM.
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