...Center for US Health System Reform Business Technology Office The ‘big data’ revolution in healthcare Accelerating value and innovation January 2013 Peter Groves Basel Kayyali David Knott Steve Van Kuiken Contents The ‘big data’revolution in healthcare: Accelerating value and innovation 1 Introduction1 Reaching the tipping point: A new view of big data in the healthcare industry 2 Impact of big data on the healthcare system 6 Big data as a source of innovation in healthcare 10 How to sustain the momentum 13 Getting started: Thoughts for senior leaders 17 1 The ‘big data’ revolution in healthcare: Accelerating value and innovation Introduction An era of open information in healthcare is now under way. We have already experienced a decade of progress in digitizing medical records, as pharmaceutical companies and other organizations aggregate years of research and development data in electronic databases. The federal government and other public stakeholders have also accelerated the move toward transparency by making decades of stored data usable, searchable, and actionable by the healthcare sector as a whole. Together, these increases in data liquidity have brought the industry to the tipping point. Healthcare stakeholders now have access to promising new threads of knowledge. This information is a form of “big data,” so called not only for its sheer volume but for its complexity, diversity, and timeliness...
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... Executive Summary Pg. 3 Introduction Pg. 4 Review the 10 Strategic Rules for innovators from their application Pg. 4 Three most important, generic innovation rules Pg. 7 Formal pathways for innovation that already exist Pg. 8 Opportunities to make processes and the business more innovation friendly Pg. 8 Systematic ways to track innovations and mesure their success Pg. 9 Processes that will help manage innovation Pg. 10 Conclusion Pg. 10 Works Cited Pg. 12 Executive Summary This report contains a current evaluation and analysis of applying strategic rules to innovate the entire Sea Ray organization. The 10 fundamental strategic rules will be discussed and I have chosen three of these rules as the most critical to Sea Ray’s success. Sea Ray must operate in fundamentally different ways when forming an innovation experiment to avoid organizational memory. The success of the experiments will hinge more on experimentation than the initial strategy used. Sea Ray then must not base success on financial performance, but on the ability to learn and adapt. Formal pathways which are currently being used for innovation will be assessed and characterized. Using this pathway data, new modern opportunities will be discussed in order to make Sea Ray more innovation friendly. Sea Ray will also use human resource data instead of research and development data to track and measure their success...
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...during its organized period. The brains organizational period begins before birth and continues into adulthood. During the brains organizational period, the structure of the brain is going through serious changes and has naturally higher levels of plasticity (Schwartz et al. 1996; Schwartz 1998; Musso et al., 1999; Paquette et al., 2003). The Theory of Neuroplasticity: Neuroplasticity is the mechanism that allows...
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...provide advice on the national level that addresses issues of medical care, education, and research. Through research, collected data, and nurse-led solutions, the IOM created an informative report in 2010 called The Future of Nursing: Leading Change, Advancing Health, which provides specific recommendations on the improvement of the nursing workforce and the healthcare delivery system. The report is directed towards various entities; individual policy makers, national state and government leaders, licensing bodies, educational institutions and consumer advocates, are just to name a few. Three particular recommendations, transforming education, transforming practice and transforming leadership, will be further discussed to display how each transformation will impact changes in the nursing profession and the health care delivery system. Transforming Education The first recommendation to be discussed that will impact change in the nursing profession and the health care delivery system is the transformation of education. The IOM report states that “nurses should achieve higher levels of education and training through an improved education system that promotes seamless academic progression” (IOM, 2010, p. 163). Several educational pathways have become available for nurses to smoothly transition from the Associate Degree in Nursing (ADN) to the Bachelor of Science in Nursing (BSN) degree. The IOM report explains how many hospitals are making arrangements with colleges and universities...
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...There are so many opportunities available to those who wish to take responsibility for their careers. The workplace is changing rapidly everyday and with it we must actively participate and voice our concerns to be heard. Becoming proactive in discovering and implementing new ideas whether it is at the management or organizational level, political level or at the patient’s bedside, we must unite and work as a team to excel to the next level. To promote change it takes a strong leader with creative ideas to make a difference. Anyone can be a leader but that does not mean people will follow. We must actively voice our concerns and opinions at meetings, advisory committees and to the boards where policy decisions are made. Nurses were not seen as leaders in the past but we must continue to change that. Creating new partnerships with physicians, clinicians, business owners, elected officials and the public will help them realize these improvements. Changing our roles as nurses has been an effective organizational tool to improve how we improve and place a greater emphasis on health care. According to the Institute of Medicine (IOM), they have demonstrated many changes that have impacted the medical profession. The Geisinger Health System which was...
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...Theoretical Models HCS/587 Theoretical Model | Description of Theoretical Model | Type of Health Care Change Situation Where Model Best Applies | 1. Kurt Lewin’s field theory model 2. Lippitt’s change theory model | Kurt Lewin’s field theory model has three stages of change: * Unfreezing * Change or Moving * Refreezing The unfreezing stage requires altering the patterns of employee behavior. The employee adaptive behavior must align with the organizational goals and vision. The lack of alteration in behavior changes can result in employees’ resistance during the implementation process. The management should communicate effectively with the staff explaining the need for change. The management should encourage the staff to submit their ideas and be a part of the change process. The change stage refers to the introduction of new organizational policies and procedures. The management should ensure that the affected staff fully understands the reasoning behind the changes and offer support for adapting the new organizational business culture. It is imperative that management includes the staff in the development of new policies and designing the new procedures. The refreezing stage requires reevaluation of the implemented procedures in which the management evaluates the efficacy of the implemented changes and makes adjustments to meet organizational goals (Borkowski, 2005). The management should seek feedback from the staff and fine tune the procedures to...
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...AY2013-2014 Course Name: Organizational Behavior Course Code: MGT514 Instructor’s Name: Dr. Mohamed Behery Done by: Asma Al Darmaki 1039949 Aysha Al Dhaheri 1031700 Noura Al Alawi 1031350 Aysha Al Shamisi 1012981 Najla Al Otaibi 1038068 LEADERSHIP AND WOMEN CAREER SUCCESS: THE GLASS CEILING EFFECT WITHIN THE UAE CEDARS - Jebel Ali International Hospital TABLE OF CONTENTS INTRODUCTION 3 Problem statement 3 Significance of the study 3 STUDY ORGANZIATION: CEDARS - Jebel Ali International Hospital 5 LITERATURE REVIEW 5 An introduction to Leadership: 5 DIFFERENT STYLES OF LEADERSHIP 6 Authoritarian Type of Leadership: 6 Democratic Leadership style: 7 Laissez-Faire Leadership : 8 The underlying concept of Glass Ceiling Effect : 9 Women Leadership Styles and Female Career Advancement 12 Relationship between Leadership Style and Glass Ceiling Effect in connection with women career 14 RESEARCH METHODOLGY AND SAMPLING TECHNIQUE 16 ANALYSIS AND FINDINGS OF THE RESEARCH: 17 Section 1: Leadership Style 17 Section 2: Perceived Glass Ceiling Effect in context of CEDARS 20 Section3: Women Career Pathways 24 CONCLUSIONS AND RECOMMENDATIONS 29 REFERENCES 31 TABLE OF FIGURES Figure 1: Authoritarian Leadership style 16 Figure 2: Democratic Leadership style questionnaire 17 Figure 3: Laissez - Faire Leadership style questionnaire 18 Figure 4: Perceived glass ceiling effect 19 Figure 5: Women career pathways survey 1 23 Figure 6:Women...
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...because organizational strategies may effect police officer behavior. Riksheim & Chermak also take into consideration that police agencies are influenced by political agendas as well as the community and future research should be more refined and should be on a departmental level. Chapters 4 & 5 in Skogan, W.G., & Frydl, K. eds. (2004). Fairness and effectiveness in policing: The evidence. Washington, DC: National Research Council. Chapters 4&5 examines and evaluates previous research in an attempt to implement new policy through the expansion of knowledge from the previous research designs. Skogan & Frdyl find flaws within the previous research and explain police behavior as it correlates with the organizational structures. They note that deficincey in research goes beyond case study design to figure out determinants of behavior. They also suggest that earlier studies of organizational practices were biased because the UCR only reports incidents of arrest and not encounters that did not result in...
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...Type of health care change situation where model best applies Kurt Lewin’s Change model. Lewin’s model allows viewing change as a series of forces working in different directions. According to Lewin (1947), change may be achieved in one or two ways: increasing the force for change in the desired direction or reducing the strength of opposing forces (Spector, 2010). Lewin provides to agents with a three –steps process for implementing planned changes: 1. Unfreeze: The forces and workers associated in keeping resistance acquire an understanding of variances that exist between current practice and behavior and desired activities and behavior. One of the critical elements of unfreezing is to break the group inertia, to change the status quo. 2. Moving or changing is the second stage for this theory. In this step, the group alters its performance or habits. Depending on the new objectives, subsequent revised policies, procedures, and operating practices are introduced. 3. Refreezing: Third and last stage in this theory: Change is assumed and new status quo is established. At this point, changes are already executed and monitored, and adjustments are conducted if necessary. Additional organizational goals are reinforced by subsequent changes in daily activities. This theory hinges on the presence of a driving and a resistant force. The driving forces are the change agents, who are pushing employees in the direction of change. They are the facilitators of change and the. On the other...
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...In order to have a successful organization, it must go through change. There are many reasons that an organization goes through changes. It could be that the organization needs improvement in some areas or that a challenge is needed. All healthcare organizations experience transformational change. In the end, transformational change is an approach to better the organization and can create an evolving pathway in learning. In this paper I will discuss two studies of how transformational changes can create learning in organizations. In the first study with the “Transformational Leadership and Shared Governance” article, the problems that lead to the need for change was that the new healthcare reform disempowered the nurses position within the organization. This was caused by the use of the economic model. In this model, nurses were purchased as a product to be purchased rather than a service to be provided (Bamford-Wade, A., et al 2010). The various stakeholders that were affected were the nurses, other employees, patients, hospitals and providers. This process took six years to complete. Some financial resources that were allocated during the change were that most of the money was spent on the unnecessary needs. Since the nurses were unhappy with their jobs, a lot of money was spent on trainings for new nurse managers. This caused the staff nurses to work in an unstable environment. Also with the new market/economic model this caused a gap in understanding between the business...
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...HPNA Position Statement Evidence-Based Practice Background Increased attention is being directed toward the development of methods that can provide valid and reliable information about what works best in healthcare. The careful scientific evaluation of clinical practice became a prominent focus during the second half of the 20th century.1 More recently, attention has been paid to methods of determining which of multiple proven approaches to a healthcare problem works best for which patients.2 Evidence-based practice encompasses implementing the best-known practices into the clinical setting using a scientific approach. It evolved from evidence-based medicine, which was developed in Canada to teach medical students. “Evidence-based medicine has been defined as the conscientious, explicit, and judicious use of current best evidence in making decisions about the care of individual patients.”3, p. 3 The National Quality Forum’s report A National Framework and Preferred Practices for Palliative and Hospice Care Quality is a consensus report that is a first step toward introducing evidence-based measures into palliative practice on a formal, national level.4 The Agency for Healthcare Research and Quality (AHRQ) supports organizations in their efforts to improve the quality and efficiency of healthcare by facilitating the use of evidence-based research findings in clinical practice.5 The nursing discipline has also embraced evidence-based practice over the past 25 years, initially through...
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...Syrian Arab Republic Damascus University Faculty of Economics MBA program Organizational Theory Module CREATING Entrepreneurship : Organizational pathways through Transformation Prepared by: Hussam Baravi Content: A. Entrepreneurship, Entrepreneurial Organization: The Concept of Entrepreneurship. Entrepreneurial Organization Factors. B. Into Transformation: The Concept. Slaughters Seven keys to success. 1|P a ge A. Entrepreneurship, Entrepreneurial Organization: In (Metaprofiling, 2013)1 study about the entrepreneurial organizations they differentiated between two concepts, entrepreneurs and entrepreneurial organization. Successful entrepreneurs are opportunists who, through their creativity, drive and vision, create economic or social value. They challenge conventional wisdom by practicing disruptive innovation — innovation that creates new markets through the application of a different set of values. They change the rules of the game by questioning the status quo and upping the stakes. It follows that an entrepreneurial organization can be defined as: An organization that places innovation and opportunism at its heart in order to produce economic or social value. However, for many organizations, this is only a brief moment in their evolution. And according to (Rodrigues et al,2003)2 entrepreneurial organizations, in fact, reflect the basic characteristics of its leadership. Filion shows a set of four indispensable characteristics of an entrepreneur...
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...togainsinghtheoimpactofdifferenttypesofrestructur-satisfaction and job involvement are found to decline as a result|| ing on the psychological health and well-being of the employ-|of restructuring.|| ees who are employed before, during and after restructuring;||||| toexaminethepathwaysthroughwhichrestructuringaffectsThePSYRESresultsshowseveralnegativeeffectsofvariou well-forbexample,ing,theroleplayedbyworkerinvolvementtypesofrestructuring: and support from the supervisor during the restructuring process; Employeeswhoundergoachangeinorganisatioown- todetermwhichsubgroupsneofemployeesareatriskof ershipexperiencemorejobinsecurevenfivearstylater developing psychological health problems and would need compared to those with no special attention during organisational changes; Prolongedrestructuring(i.structuring.experiencover toidentifyeffectivepreventiveactionsandpracticstrate-l atleasttwoyears)hasnegativeimpactonwell-Itbei gies to minimize the negative impact of restructuring and||leads to lower job satisfaction, lower dedication, poorer gen-|| foster positive outcomes.||eralhealth,higheremotionexhalustandhionghersickne|| To reach these goals...
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...are talented with words. They enjoy reading, writing and learning languages. They have an ability to teach and explain things to others. They learn best by reading, taking notes and going to lectures. I can say that when I took the pathways to learning assessment my score for verbal linguistic was a 15. I do like to read, write, and tell stores I just don’t do it a lot. Visual Spatial intelligence is the ability to understand spatial relationships and to perceive and create images like visual art, graphic design, charts, and maps. People with visual intelligence are very artistic. They are very aware of their surroundings and are good at remembering images. They have a great sense of direction. They like to draw, paint and read maps. They learn best through drawings and visual aids. Interpersonal is the ability to relate to others, noticing their moods, motivations, and feelings like social activity, cooperative learning, and teamwork. People with interpersonal intelligence are good with people and thrive in social interactions. They are good at reading, empathize and understanding others. They are good at working with others and have many friends. They learn best through interaction and dialogue. I can say that when I took the pathways learning assessment my score for interpersonal was a 21 and I learned that I work better in a group and I enjoy helping others. I’m going to come up with a strategy for effective communication and collaboration between people that are...
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...Organizational Behavior Terminology and Concepts Paper Organizational Behavior Terminology and Concepts Paper An organization is a group of individuals that work together with common goals and vision. The people within these organizations are the driving force that are made up of CEO’s, Controllers, CFO’s, managers, employees. These organizations also include external influences like that of customers, distributors and venders and the like. It is the organizational culture, organization behavior, ethics and communication that makes these organizations stronger and keep integrity at the forefront of the organization’s mission, values and principles. Within this paper the areas of organization; culture; behavior; ethics; and communication will be elaborated on and examples provided. Organizational Culture Organizational Culture is the outcome of the internal environments and beliefs along with values that influence the behavior of organizational members as a whole. The more solid and stronger the organizational culture the more well-developed and well-communicated the beliefs and values will be, hence the organizational vision is clearly presented for future endeavors. ” Organizational culture is the sum total of an organization's past and current assumptions, experiences, philosophy, and values that hold it together, and is expressed in its self-image, inner workings, interactions with the outside world, and future expectations.” ("Organizational Culture", 2011). The...
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