Managing change ‐ a tale of two hospitals in an integrated network
Daniel J. Anderson
(Daniel J. Anderson is President of Changing Healthcare Inc, USA)
Robert G. Norton
(Robert G. Norton is President of Deaconess Hospital, Boston, Massachusetts, USA)
Gary E. Reed
(Gary E. Reed is Senior Vice‐president ‐ Operations, New England Baptist Hospital, USA)
John W. Moran
(John W. Moran is Principal of Changing Healthcare Inc., USA)
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Abstract
Describes how two US hospitals, members of an integrated health system, took different routes to achieve radical constructive change, one of them ‐ an urban community hospital ‐ through what is described in detail as core process redesign; the other ‐ a full‐service, research and teaching hospital ‐ devised and implemented a process described, again in step‐by‐step detail, as re‐engineering of clinical services and business operations.
Keywords
Citation
Anderson, D.J., Norton, R.G., Reed, G.E. and Moran, J.W. (1996), "Managing change ‐ a tale of two hospitals in an integrated network", The TQM Magazine, Vol. 8 No. 3, pp. 27-34. https://doi.org/10.1108/09544789610118458
Publisher
:MCB UP Ltd
Copyright © 1996, MCB UP Limited