In this commentary, I highlight a few of the assertions made by McDaniel et al. (2013) about the importance of complexity science guided management practices, and extend these ideas specifically to how we might think about reducing seemingly intractable problems in health care such as patient safety, patient falls, hospital acquired infection, and the rise of chronic illness and obesity. I suggest that such changes will require managers and providers to view health care organizations and patients as complex adaptive systems and include patients as full participants in co-producing their health care.
The work of the Center of Excellence: Adaptive Leadership for Cognitive/Affective Symptom Science is funded by the National Institute of Nursing Research, National Institutes of Health (Anderson and Docherty, MPIs; P30NR014139).
Anderson, R. (2013), "Commentary on “Health Care Organizations as Complex Systems: New Perspectives on Design and Management” By Reuben R. Mcdaniel, Dean J. Driebe, and Holly Jordan Lanham", Annual Review of Health Care Management: Revisiting The Evolution of Health Systems Organization (Advances in Health Care Management, Vol. 15), Emerald Group Publishing Limited, pp. 27-36. https://doi.org/10.1108/S1474-8231(2013)0000015008Download as .RIS
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