Index

Responding to the Grand Challenges in Health Care via Organizational Innovation

ISBN: 978-1-80382-320-1, eISBN: 978-1-80382-319-5

ISSN: 1474-8231

Publication date: 12 December 2022

This content is currently only available as a PDF

Citation

(2022), "Index", Shortell, S.M., Burns, L.R. and Hefner, J.L. (Ed.) Responding to the Grand Challenges in Health Care via Organizational Innovation (Advances in Health Care Management, Vol. 21), Emerald Publishing Limited, Bingley, pp. 191-201. https://doi.org/10.1108/S1474-823120220000021011

Publisher

:

Emerald Publishing Limited

Copyright © 2023 Stephen M Shortell, Lawton Robert Burns and Jennifer L. Hefner. Published under exclusive licence by Emerald Publishing Limited


INDEX

A3 thinking
, 25

Absent theory
, 103–104

Academic researchers
, 58

Accountable Care Organizations (ACOs)
, 81–82, 99, 115, 135–137

ACO REACH program
, 135–136

Accountable Health Communities Model
, 93–94

Action
, 172–174, 179

Active Implementation Frameworks (AIFs)
, 54–55

Advanced imaging technology
, 68

Advancing Care Together initiative (ACT initiative)
, 52–53

AF4Q networks
, 121

Affiliation networks
, 114–115

Affordable Care Act
, 28

Algorithmic aversion
, 80

Algorithmic Bias
, 78–79

Aligning Forces for Quality Alliances
, 99–100, 103

Aligning Forces for Quality initiative
, 94, 99–100

Aligning Forces for Quality program
, 94

Alliance committees
, 98–99

Alliance formation
, 91

Alliance maturity
, 91

Alliance timelines
, 91

Alternative payment models (APMs)
, 81–82, 134

challenges to adoption
, 140–144

landscape of US health care
, 136–138

physician practice within organizations
, 138–140

research
, 144–146

rising costs of care continue to challenge US health care system
, 134–136

American Academy for the Advancement of Science (AAAS)
, 2

American Academy of Family Physicians Social Needs Screening Tool
, 154

American health care system
, 135

Anchor institutions
, 179

Area Agencies on Aging
, 114–115

Artificial intelligence (AI)
, 68, 75

AI-assistance
, 75–76

AI-based software
, 68

AI-based solutions
, 78–79

broader factors shaping future of AI in care delivery
, 81–82

challenges for health care organizations
, 77–81

in health care
, 75–77

managing new technology within organizations
, 79–81

potential pitfalls of AI in health care organizations
, 78–79

predictive algorithms
, 77–78

uneven playing field
, 77–78

340B program
, 137

Birmingham’s Institutional Review Board
, 113

“Black box” algorithmic suggestions
, 80–81

Black Lives Matter

movement
, 2

protests
, 11

Blacks
, 176

Blue Cross
, 142–143

Boundary spanning
, 97

Bread and butter studies of network governance in health care
, 121–122

Business strategy
, 29

Capability development
, 37–39

Care management
, 145–146

Center for Medicare and Medicaid Innovation
, 135–136

Centers for Disease Control and Prevention (CDCs)
, 54, 60–61, 153–154

Centers for Medicare and Medicaid Hospital Compare
, 26–27

Centers for Medicare and Medicaid Services (CMS)
, 134

Change management, role of
, 36

Chaos theory
, 2

Chief diversity officer (CDO)
, 176–177

Choosing Wisely campaign
, 142

Classification systems
, 116

Clinical Commissioning Groups (CCGs)
, 115–116

Clinical data analytics
, 71

Clinical delivery solution-innovations
, 48

Collaboration
, 114

Collaborative governance concept
, 117

College’s coordinating mechanisms
, 10

Communication
, 11, 37, 39

Community Care Days
, 12–13, 18

Community Care Network
, 93–94, 100, 114–115

Community Care Team
, 10

Community health collaboratives
, 114–115

Community partnerships
, 114–115

Community-based organizations
, 95–96, 101–102

Community-based social service organizations
, 90

Complex causal mechanisms
, 121–122

Complex interventions, CFIR and CFIR-PR for
, 33–34

Comprehensive Joint Replacement initiative (CJR initiative)
, 141

Comprehensive Primary Care Plus program
, 73

Computer vision
, 75–76

Conceptual clarity
, 116

Consolidated Framework for Implementation Research (CFIR)
, 32

CFIR-PR “Implementation Measures”
, 35

CFIR-PR for complex interventions
, 33–34

for complex interventions
, 33–34

Contracts
, 98–99

Cooperation
, 114

Coordinated care networks
, 114–115

Coordinating mechanisms
, 9–10

Coordination
, 114

Core concepts
, 112–113

COVID-19

organizational response to covid-19 crisis
, 8–14

pandemic
, 78–79, 168

protocols
, 10

“Cowboy” culture
, 6

Crisis
, 2, 15–16

impact of crises on pace of innovation
, 16

deleterious effects of adapting to new normal after
, 17

diversity and stability in
, 16

Critical crossroads
, 91

Cross-sector alliances
, 90, 93–94, 102

in health care
, 90, 102–103

Cross-sector health care alliances
, 91

Cross-sector strategic alliances
, 90

challenges to applying strategic alliances studies
, 91–94

critical crossroads
, 102–103

critical domains for conceptualization and theoretical application
, 104

financing
, 101–102

formation
, 94–96

governance and decision-making
, 98–100

maturity
, 96–102

moving forward work on
, 103–105

partner selection
, 95–96

role of policy
, 100–101

work of
, 96–98

Cross-sectoral partnerships
, 114–115, 121–122

Crossroads, critical
, 102–103

Cultural competence training
, 175–176

Cultural competency
, 171

Culturally appropriate patient care
, 175

Culturally competent care
, 176

Culture
, 146

Dana Farber Cancer Institute (DFCI)
, 6

Dataset Shift
, 78–79

Decision-making
, 98–100

structure
, 98–99

use of data to inform
, 37–39

Diabetic patients
, 97–98

Diagnosis-related group system (DRG system)
, 140–141

Digital AI tools
, 79–80

Digital divide
, 71

Digital health
, 68

technologies
, 75

tools
, 68

Digital revolution
, 75

Digital transformation
, 69

Digitally assisted rapid cycle testing (DA-RCT)
, 55

Diverse representation in executive leadership and governance
, 176–177

Diverse stakeholders
, 112

Diversity
, 8

climate
, 175

in crises
, 16

full embrace of
, 13

leadership
, 175

training
, 177–178

value signaling
, 173–174

Diversity, equity, and inclusion (DEI)
, 168

initiatives
, 169

key terms and definitions
, 169

Dyadic alliances
, 105

Economists
, 126

Electronic health record (EHR)
, 27–28, 68, 155–156

adoption
, 68–69

capabilities with organizational improvement priorities, aligning
, 73–75

data
, 77–78

EHR-based datasets
, 75–76

EHR-based organizational redesign
, 75

functionalities
, 71

realizing consistent value from enterprise
, 69–75

variation in EHR use
, 71–73

Electronic screening and referral
, 157–159

Emergency management group (EMG)
, 50

Emergency management system (EMS)
, 50

Emergent-vs-deliberate networks
, 115

Emotional ambivalence
, 8, 12

Epic electronic health record
, 145

Equitable and inclusive workforce diversity
, 177–178

“#123forEquity” Campaign
, 174

Equity-focused, social needs screening implementation
, 155, 159–160

barriers and facilitators
, 160

electronic screening and referral
, 157–159

future research and practice
, 161–162

paper screening and referral
, 156–157

quality improvement evaluation
, 159

setting
, 155–156

Evidence based implementation strategy (EBIS)
, 49

Evidence based innovation (EBI)
, 49

Evidence-based system for innovation support (EBSIS)
, 54

External shocks
, 16

Facilitators and barriers to TPI implementation
, 36–39

Fake news
, 17

Family resource connection (FRC)
, 156–157

Federal incentives
, 69–70

Fee-for-service payment models (FFS payment models)
, 81–82, 135

Fidelity of innovation
, 49

Financial incentives
, 138–139

Financing
, 101–102

cross-sector work
, 101–102

Five-stage process
, 24–25

Formal governance
, 98–99

Funding sources
, 103

Gender parity
, 178–179

Generations deep social inequities
, 96

Getting to Outcome Framework (GTO Framework)
, 54

Global emergency
, 15

Google Scholar
, 171

Governance
, 98, 100

approach
, 113

bread and butter studies of network governance in health care
, 121–122

central concepts
, 114–120

knowledge gaps, challenges to studying them, and potential solutions
, 120–126

mechanisms
, 118–119

network governance
, 116–120

networks and network types
, 114–116

networks as multilevel entities
, 125–126

temporal aspects of networks and network governance
, 124–125

way single organizations manage networks
, 122–123

Group purchasing organizations
, 114–115

Hardware
, 68

Harvard Business Review
, 171

Health care consortia
, 114–115

Health equity
, 155, 168, 170

action
, 174–179

advancing diversity to achieve
, 171–173

intention
, 173–174

learning and effectiveness
, 180–181

method
, 171

outcomes
, 179–180

recommendations
, 181–185

tourism
, 182

Health information exchange networks
, 114–115

Health Leads tool
, 154, 156

Health maintenance organizations
, 143–144

Health Opportunities Pilot
, 101

Health policymakers
, 15

Health service delivery innovations

example of improve-mentation in practice
, 49–52

gaps in knowledge and practice and research agenda
, 55–56

improve-mentation methodologies
, 52–55

knowledge gaps and recent resolutions developed by researchers
, 56–62

Health system digitization

AI challenges for health care organizations
, 77–81

aligning EHR capabilities with organizational improvement priorities
, 73–75

artificial intelligence and machine learning in health care
, 75–77

broader factors shaping future of AI in care delivery
, 81–82

machine learning, artificial intelligence, and next digital revolution
, 75

realizing consistent value from enterprise EHRS
, 69–75

variation in EHR use
, 71–73

Health systems
, 114

Health care
, 77–78

artificial intelligence and machine learning in
, 75–77

bread and butter studies of network governance in
, 121–122

challenges to applying strategic alliances studies to cross-sector alliances in
, 91–94

delivery organizations
, 76, 78–79

equity
, 151–152, 155

health care-focused organizations
, 99

HRO in
, 30–31

industry
, 92

leadership
, 18

lean in
, 25–28

lean six sigma in
, 29–30

management
, 114

networks
, 124–126

personnel
, 56–58

research on lean and hospital-wide performance
, 26–27

research on lean primary care redesign
, 27–28

sector
, 90

systematic reviews of lean research
, 25–26

systems
, 97–98, 103

Health care organizations
, 9, 24, 39, 68–69, 95–98, 102, 140, 142, 154, 161, 169

AI challenges for
, 77–81

design of risk-contacting programs
, 142–144

lessons for
, 18

potential pitfalls of AI in
, 78–79

High Reliability Health Care Maturity model (HRHCM model)
, 31

High reliability organization (HRO)
, 30

in health care
, 30–31

Higher education
, 9

Hispanics
, 176

HITECH era
, 77

Holding environments
, 5, 10, 14

Horizontal integration of physicians into larger practices
, 137

Hospital
, 97–98

out-reach care management innovation
, 47–48

research on lean and hospital-wide performance
, 26–27

Housing agency
, 97–98

Human resource management literature
, 170

Humble leadership
, 17

Immigrants
, 176

Implementation
, 49, 59, 61

concepts
, 50–51

conceptual frameworks for
, 32–39

measures
, 34

process
, 33–35

science
, 24, 32–33, 48

Implementers

documenting researcher’s role and feedback to
, 61–62

plans
, 60

Improve-mentation
, 56

AIF
, 54–55

approach
, 48, 50–51

GTO Framework
, 54

IIF
, 55

learning evaluation
, 52–53

methodologies
, 52–53, 55

in practice
, 49–52

project
, 56–58

researcher competence and organizational capacity for
, 56–59

researchers
, 60–61

Individuals
, 33

with individuals/teams
, 34–35

Informal governance
, 98–99

Information exchange
, 71

Information systems
, 145

Inner setting
, 33–35

reflective of
, 35–36

Innovation
, 18, 47–49, 59, 61

impact of crises on pace of
, 16

Institute for Diversity
, 171

Institute for Healthcare Improvement (IHI)
, 174

Institute of Medicine (IOM)
, 30

learning system concept
, 52–53

Institutional theory
, 94

Institutions of higher education
, 9, 18

Integrated delivery networks
, 91–92, 114

Integrated delivery systems
, 78

Integrated Improve-Mentation Framework (IIF)
, 55

Integration across intraorganizational boundaries
, 37–39

Intention
, 172–174

Inter-provider variation
, 71–72

Interactive crises
, 14–16

Interactive systems framework (ISF)
, 54

Interagency collaboration
, 114–115

Internal shocks
, 16

Interorganizational networks
, 114–115

Interrupted time series design
, 39–40

Intervention
, 33

Intervention Outcomes
, 34

Joint Commission on Accreditation of Healthcare Organizations
, 6

Kaizen event
, 25

Knowledge gaps
, 116–120

Knowledge seeking
, 179

Lancet
, 15

Leaders
, 23–25

Leadership
, 93–94, 100, 119

managing paradox as leadership task
, 11

Lean
, 24–25

in health care
, 25–28

research on lean and hospital-wide performance
, 26–27

research on lean primary care redesign
, 27–28

systematic reviews of lean research
, 25–26

use of lean experts
, 37–39

Lean enterprise. See Lean management

Lean Enterprise Transformation (LET)
, 32

Lean Enterprise Transformation Evaluation Model (LEM)
, 36–37, 39

Lean management
, 25

components of
, 25

in health care
, 25–28

system
, 24–28

Lean production. See Lean management

Lean six sigma
, 24, 29–30

in health care
, 29–30

Lean thinking. See Lean management

Lean transformation

applications to
, 34–36

high-level principles for
, 24–25

Learning
, 172–173

evaluation
, 52–53

Learning and effectiveness paradigm
, 171–173, 180–181

Logic models
, 61

frameworks
, 51–52

theory of elements contributing to outcomes
, 60–61

Long-term crises
, 14–16

Low Quality Technology
, 78–79

Low-quality AI prediction models
, 78–79

Machine learning (ML)
, 75–76

in health care
, 75–77

machine learning-based software
, 68

Management innovation
, 47–48

Management research
, 79

Management theory
, 3

Managers
, 23–25

Mann Gulch fire disaster
, 3–4

Massachusetts Department of Public Health
, 6

Material resources
, 11

Mathematics
, 2

Mature funding models
, 102

Medicaid
, 94

Medicaid ACO program
, 101

Medicaid Coordinated Care Organizations
, 101

Medical tourism
, 16

Medicare
, 94, 134

ACO program
, 142–143

Medicare’s CPC + pilot program
, 139–140

Medicare Shared Savings Program (MSSP)
, 145

Member engagement
, 93–94

Mental health systems
, 117

Meso level networks
, 119–120

Micro-level networks
, 119–120

Motorola
, 29

Multiinstitutional arrangements
, 114

Multilevel entities, networks as
, 125–126

Multiple baseline design
, 40

Multisector health alliances
, 91–92

Multistakeholder alliances
, 114, 121–122

National Center for Healthcare Leadership
, 171

National data sources
, 26–27

National Implementation Research Network (NIRN)
, 54–55

Native Americans
, 176

NATO 10 functions model
, 50

NATO emergency response system
, 48

Natural language processing
, 75–76

Negative emotions
, 8

Network governance
, 116, 119–120

bread and butter studies of network governance in health care
, 121–122

temporal aspects of network governance
, 124–125

Networks
, 112, 114

concepts
, 112

as multilevel entities
, 125–126

and network types
, 114–116

temporal aspects of
, 124–125

New normal after crisis, deleterious effects of adapting to
, 17

No Surprises Act
, 137–138

Nonlinear coordinating mechanisms
, 10

Normal Accidents
, 3

“One-size-fits-all” approach
, 70

Open innovation
, 80–81

Open systems theory
, 3

Oppressive systems
, 173

Oregon’s approach
, 101

Organization culture
, 37–39

Organization Transformation Model
, 32

Organization weather crisis, factors from literature that helped
, 9–11

Organization’s EHR system (Epic®)
, 28

Organizational “ambidexterity”
, 7–8

Organizational capacity for improve-mentation
, 56–59

Organizational change
, 7–8

Organizational climate
, 175

Organizational leadership
, 5

Organizational learning
, 4, 180

Organizational lens
, 168

Organizational process redesigns
, 32

Organizational reflection
, 4

Organizational resilience

impact of crises on pace of innovation
, 16

deleterious effects of adapting to new normal after crisis
, 17

diversity
, 8

diversity and stability in crises
, 16

emerging ideas in literature
, 7–8

emotional ambivalence
, 8

empirical literature on
, 5–7

external and internal shocks
, 16

gaps in literature and directions for future research
, 14–17

illustration
, 8–14

lessons for health care organizations
, 18

long-term and short-term, successive, and interactive crises
, 14–16

managing paradox
, 7–8

methodological advances needed
, 17

theoretical literature on
, 3–5

Organizational response to covid-19 crisis
, 8–14

additional factors in literature that warrant more research
, 11–13

factors from literature that helped organization weather crisis
, 9–11

limits to success
, 13

setting
, 9

strategic offense and future
, 14

Organizational strategy, alignment of
, 37–39

Organizational Transformation Model (OTM)
, 36–37

five domains
, 36–37

Organizations
, 97–98

managing new technology within
, 79–81

Outcomes
, 172–173, 179–180

Outer setting
, 33

Paper screening and referral
, 156–157

Paradox

as leadership task
, 11

managing
, 7–8

Patient Activation Measure (PAM)
, 152–153

Patient cultural competence
, 175

Patient engagement (PE)
, 151–153

equity-focused, social needs screening implementation
, 155–160

health care equity
, 155

social determinants of health
, 153–154

Patient transfer networks
, 114–115

Patient-generated health data (PGHD)
, 75

Patriarchy
, 173

Per member per month payment (PMPM payment)
, 139–140

Permanent social dispossession
, 15–16

Phased intervention
, 39–40

Physician acquisition by nonprovider firms
, 137–138

Physician organizations
, 137–138

Physician practice within organizations
, 138–140

Physician–medical assistant care teams
, 35–36

Plan-do-study-act cycle (PDSA cycle)
, 25, 52–55

“Plug-and play” algorithms
, 79–80

Policy

policy-driven initiatives
, 94

role of
, 100–101

Positive emotions
, 8

Postcrisis process
, 5

Posttraumatic stress disorder (PTSD)
, 17

Power differentials
, 99

Practice culture
, 35–36

Preferred provider organization model (PPO model)
, 143–144

PREPARE
, 154

Primary and community health care services (P&CHc)
, 50

Primary care physicians (PCPs)
, 27

Primary coordinating mechanisms
, 9–10

Private equity firms
, 137–138

Process Redesign (PR)
, 33–34

Professional work
, 35–36

Programme theory
, 51–52, 61

Psychological safety
, 12

Public commitments to diversity and health equity
, 174

Public health agencies
, 90

Public sectors
, 90

Pubmed
, 171

“Purpose-oriented” networks
, 117–119

Quadruple
, 112

Qualitative comparative analysis
, 121–122

Qualitative research methods
, 40–41

Quality Implementation Framework
, 54

Quality improvement (QI)
, 48, 158

evaluation
, 159

Quality Improvement Tool (QIT)
, 54

Quality of care
, 138–139

Quantitative methods
, 121–122

Quantitative research methods
, 40–41

Racism
, 173

Randomized controlled trial (RCT)
, 39

Rapid cycle testing
, 51–52, 55

Rapid process improvement events (RPIEs)
, 37–39

Rational organizations
, 139

Realizing Equity, Access, and Community Health program (REACH program)
, 135–136

Referral
, 93–94, 96

Reimbursement models
, 81–82

Relational lens
, 5

Remote patient monitoring
, 48

Research agenda
, 112–113

gaps in knowledge and practice and
, 55–56

knowledge gaps about improve-mentation, research agenda and strategies
, 57

Researcher competence for improve-mentation
, 56–59

Researchers
, 52, 56, 58

compare plan
, 60

create logic model theory of elements contributing to outcomes
, 60–61

describing innovation and implementation
, 59–61

documenting researcher’s role and feedback to implementers
, 61–62

knowledge gaps and recent resolutions developed by
, 56–62

primary user of research
, 59–60

researcher competence and organizational capacity for improve-mentation
, 56–59

Resilience
, 4

Resource dependence
, 123

Resource dependency theory
, 94–95

Risk-contacting programs, design of
, 142–144

Robotic process
, 80

Robotic process automation (RPA)
, 75–76

Rules of engagement
, 73–74

Scale out
, 49

Scale up
, 49

Science

design challenges/state of
, 78–79

and researcher
, 49

Screening
, 93–94, 96

Senior leadership team
, 9–10

Sensemaking
, 3–4, 11

Service delivery solution-innovations
, 48

Sexism
, 173

Short-term crises
, 14–16

Signaling
, 173–174

Single intervention
, 39–40

Single organizations manage networks
, 122–123

Six sigma
, 24, 29–30

Social care consortia
, 114–115

Social determinants of health (SDOH)
, 90, 93–94, 100, 151–154

Social media
, 183

Social needs
, 155

Social risk factors of health
, 90

Social services sectors
, 90

Sociologists
, 126

Software
, 68

Stability in crises
, 16

Staff engagement
, 37–39

Staffing levels
, 37–39

State-reported medical events (SRME)
, 31

Stepped-wedge design
, 40

Storytelling
, 11

Strategic alliances. See also Cross-sector strategic alliances
, 91–92, 114

studies to cross-sector alliances in health care
, 91–94

Strategic choice theory
, 123

Strategic diversity management
, 175

Strategic human resource management
, 175

Strategic offense and future
, 14

Strategic partnerships for solutions
, 179

Structural racism
, 173, 180–181

Study designs for evaluating real world transformations
, 39–41

Successive crises
, 14–16

Sustainability
, 49, 93–94

of cross-sector alliances
, 103

of US health care system
, 134

Swedish Karolinska Institute
, 58

Systems philosophy
, 24–25

Systems thinking
, 51–52

Technological determinism
, 70

Telehealth
, 16

Thematic analysis techniques
, 40–41

Toyota
, 24–25

“Traditional” organizational theories
, 123

Transaction cost economics theory
, 94–95

Transformational performance improvement (TPI)
, 23–24

applications to lean transformation
, 34–36

CFIR and CFIR-PR for Complex Interventions
, 33–34

conceptual frameworks for implementation
, 32–39

facilitators and barriers to TPI implementation
, 36–39

HRO
, 30

implementation
, 32–33

implementation, facilitators and barriers to
, 36–39

knowledge needed to advance field
, 31–41

lean management system
, 24–28

role of change management
, 36

six sigma and lean six sigma
, 29–30

study designs for evaluating real world transformations
, 39–41

Trust
, 119

United Health Group
, 137–138

United Nations
, 15

US Centers for Disease Prevention and Control (CDC)
, 169

US context
, 100

US Department of Housing and Urban Development (HUD)
, 169

US Department of Veterans Affairs hospitals
, 31

US health care system. See also Digital health

landscape
, 136–138

rising costs of care continue to challenge
, 134–136

US organizations
, 168

Value-based payment incentives
, 73

Variation in EHR Use
, 71–73

Vassar College
, 9

VassarTogether
, 9–10, 13

Vertical integration of physician practices within hospitals
, 136–137

Veteran/Patient Engagement
, 37–39

“Weak” AI–algorithms
, 81

Whole system TPI
, 33

Wicked problems
, 112

Work process
, 25

redesign
, 33–34

Work-relative value units (wRVU)
, 27–28

Workforce diversity training
, 177–178

World Health Organization (WHO)
, 15

Yin’s method
, 6

Zoom
, 113