Abstract
The paper analyzes behaviors and activities an organizational leader should have to improve the quality of care and patient safety in a healthcare organization. The first activity is a research-based view of corporate planning. The second behavior is challenging the status quo to invite new ideas. Finally, the involvement of all staff members is the final activity leaders should consider. All behaviors are essential for change because they help create a plan for implementing new initiatives.
Introduction
Quality of care is the central concern for all healthcare organizations. It determines the status of the organization and its ability to deliver profit and satisfy the needs of patients. For several decades, clinics have been striving to increase patient safety – one of the pillar measurements when determining care quality (Aggarwal et al., 2019). The example of the Mayo Clinic demonstrates that organizational leadership has to develop a plan for innovation and find the best strategies for implementation. The following briefing paper discusses some of the most vital actions and behaviors that leaders have to consider to improve their organizations and deliver the best care possible.
Briefing
The first behavior organizational leadership has to consider is the research-based and action-driven approach to running an organization. In the Mayo Clinic’s example, the first action that the leaders took was to look at the discrepancies between the organization’s objectives and results (Buckman & Buckman, 2012). To achieve this, the clinic likely took the available records and analyzed them, using the goals as a comparison. As a result, the leaders were able to see the gaps in practice and knowledge and could start building a change plan. Thus, an organizational leader needs to start any change initiative with a solid data-based foundation that clearly shows the weaknesses and opportunities for growth.
The next behavior for successful change is challenging the existing status quo. Leaders should not be afraid to innovate and implement new ideas, including concepts from other fields and different models. Mayo Clinic’s managers looked at strategies and ideas from other industries, including manufacturing and automotive segments (Buckman & Buckman, 2012). While these businesses pursue different goals, the industry champions also aim to reduce waste and errors without increasing costs substantially (Buckman & Buckman, 2012). Therefore, organizational leaders should behave as innovators, inspiring change and applying different perspectives to existing problems. By challenging the established order, an organization can remodel itself to fit the new goals.
Nevertheless, any change may be ineffective if the team is not following the leader. Thus, the next vital action is the development of a strong organizational culture. Mayo Clinic has implemented employee education, feedback channels, rewards, and quality assurance measures to include workers in the innovation process (Buckman & Buckman, 2012). Mannion and Davies (2018) find that organizational climate is vital in determining whether a change project will be successful. Corporate leaders must have communication skills and the ability to engage team members in the change to reduce resistance and non-compliance (Weintraub & McKee, 2019). Without the employees’ engagement, any innovation can fail in the implementation process.
The behaviors and activities mentioned above were chosen for this briefing due to their previous use and innovation-driven approach. The first behavior was selected because planning and preparation are vital parts of any project, including healthcare change interventions (Weintraub & McKee, 2019). Challenging the established norm is another strategy that is common in innovation because industry disruption and growth cannot happen without questioning the existing standards. The Institute of Medicine’s report used as a catalyst by the Mayo Clinic is an example of this activity as it puts into question the rates of medical errors in healthcare. Next, collaboration and organizational change were chosen because quality improvement is impossible if the team does not assist in implementing it. Staff members are responsible for carrying out daily activities, and their performance is integral to the organization’s quality of care.
Importance and Use in Practice
The activities mentioned above are important to me as a leader because they represent the variety of behaviors required for successful change. They include working with others, dealing with data, and planning – covering many of the management duties common for healthcare. I believe that preparing for an innovation project is essential for it to bring the best results to the organization and patients. I aim to follow these guidelines in my future career and remember that each of these activities can significantly improve the quality of any intervention. I will include organization members in all changes, opening feedback channels and educating employees to increase motivation. I will also try to look at each problem from different perspectives and invite others to do the same.
Conclusion
Mayo Clinic’s example of care improvement shows that many factors should be considered. Planning, challenging the status quo, and involving all staff members are the most important aspects of change that an organizational leader must consider. These activities help one create the right focus and plan for change. They also highlight the vital role of teamwork and innovation. The guidelines outlined in this briefing paper are useful for any future organizational leader.
References
Aggarwal, A., Aeran, H., & Rathee, M. (2019). Quality management in healthcare: The pivotal desideratum. Journal of Oral Biology and Craniofacial Research, 9(2), 180-182. Web.
Buckman, M. B., & Buckman, J. (2012). Journey to perfect: Mayo Clinic and the path to quality. ASQ. Web.
Mannion, R., & Davies, H. (2018). Understanding organizational culture for healthcare quality improvement. BMJ, 363. Web.
Weintraub, P., & McKee, M. (2019). Leadership for innovation in healthcare: An exploration. International Journal of Health Policy and Management, 8(3), 138-144. Web.