We think healthcare is transforming. That’s great. However, healthcare has a hard time doing so.
Demands are on the rise, but services increasingly fail because of understaffing and over-spending, despite a world-wide average increase of national expenditures. Also, innovations’ return-on-investments (like e-health) are often disenchanting and implementing comprehensive change (like: value based healthcare, Triple/Quadruple aim or integrated care) often meets with change management issues, relating historic boundaries between old professional silos and turfs.
A new focus
Expert opinions indicate that many answers to the above questions are harboured in soft factors within organizational change, interdisciplinary collaboration and behaviour of people. Latest research tells us that the ‘socio-technological’ issues are the last barricade for healthcare innovation. This growing body of scientific evidence and field experience tells us to focus on the epicentre of healthcare transformation: the men and women creating it together. At a daily basis, these are the people who endure the impact of disruptive changes. And collectively they are holding the key to sustainable transformation. Facilitating them in transforming, during ‘opening-hours’, requires adequate expertise and best practises in institutional change, group dynamics, leadership avant-la-lettre and new forms of governance in healthcare.
Healthcare and medicine are probably the oldest trades in the World, but urgently need a hand in adapting to the Information Age. – Anonymous
Some time ago
We have learned a lot from our early work in change management, (medical) leadership and team work. With contours of the current DIRMI Institute gradually emerging, about half a decade ago, we contemplated about ‘DIRMI’ as the acronym for ‘Dutch Institute for Research and education on Medical leadership and Interprofessional practise’. We have come to the conclusion that what is needed, is more than change management, leadership and teamwork. Much more.