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W J Leander

Publications and source records attributed to W J Leander.

26 records · Page 2Linked to original sources
PubMed1993

To pilot or not to pilot, that is the question. Choosing your first step in restructuring? Look before you leap!

To pilot, or not to pilot, that is the question! Don't allow yourself in your eagerness to restructure to fall victim to taking this decision too lightly. Sometimes establishing a pilot of a restructured environment is indeed the best way to go--particularly when the advantages of a pilot are the key hurdles to overcome toward broad acceptance and support for hospital-wide restructuring at your institution. However, implementing a pilot can also be a big step off of a short pier if the value of these advantages pale in comparison to the disadvantages. Sure, you may need to restructure one unit/area at a time for strategic or other reasons. And you always have the prerogative to pull the plug if things go south. But be aware of the important difference between the "first unit" of many and a "pilot" approach to restructuring. Like everything else associated with successful restructuring, understanding the crucial trade-offs behind the "to pilot, or not to pilot" decision can determine whether your restructuring initiative is off to a flying start, or a long way from starting to fly.

Decision Making, Organizational↗
PubMed1993

Exploring the economic aspects of patient focused restructuring.

Six "general truths" form our economic foundation for Patient Focused restructuring. They address the level and timing of the costs and savings associated with implementing Patient Focused Care. They have not always been anticipated nor welcomed by hospitals pursuing Patient Focused Care, but they have always appeared on those doorsteps just the same. This first edition of DOLLARS AND SENSE shares this foundation with you as the stepping stone to further exploration of the economic aspects of Patient Focused restructuring. This foundation establishes the general "rules of the game" by which your own Patient Focused Care program will be played. Know these rules and you will have within your control the ability to bend and stretch them to suit your particular needs and to maximize the financial gains your hospital achieves through Patient Focused restructuring.

Cost Allocation↗
PubMed1993

Product line management. Formalizing clinical product lines as part of patient focused restructuring.

Patient Focused Care is entirely consistent with clinical Product Line Management. In fact, as with Patient Focused Care and CQI/TQM, these two initiatives are better together than apart. To take advantage of this opportunity, you may have to modify your existing mechanism for Product Line Management. But the added benefits of more successful Product Line Management will make any modifications a temporary distraction. Down goes the perceived hurdle.

Cardiology Service, Hospital↗
PubMed1992

Helping hospitals spread the word about their patient focused care programs. Helping professionals "see" their future contributions.

In summary, any communications plan must meet two critical requirements if it is to successfully rally professional support for your patient focused care program. First, it must explicitly present a "vision" of the future role of professionals within your patient focused hospital. Neither your program nor these professionals benefit from them having to deduce their own future roles. Second, it must reorient the way in which these professionals view their roles. Today's almost demeaning, task-oriented view needs to be replaced with one attuned to the unique contributions professionals make now and in the future. By helping professionals "see" their future contributions, effective communications can keep your patient focused care program out of the grave and in perfect health for years to come.

Attitude of Health Personnel↗
PubMed1992

Effective education for patient focused staff. To be successful, you must fill the wide "gaps" between today's capabilities and tomorrow's needs.

In summary, your staff's Patient Focused education must be realigned to their unique clinical, non-clinical and multidisciplinary needs if a restructuring program is be successful. Without this realignment, traditional education services will be inadequate to meet these needs and your program may eventually fail. Perhaps Naisbitt and Auburdene said it best: "By identifying the forces pushing the future, rather than those that have contained the past, you possess the power to engage with your reality." Filling the wide "gaps" between today's educational capabilities and tomorrow's educational needs is essential to making your Patient Focused vision a reality at your hospital.

Health Services Needs and Demand↗