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Published byRussell Holland Modified over 8 years ago
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PROBLEM SOLVING STRATEGIC MANAGEMENT IN HEALTHCARE MARCH 2, 2006
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TESTS SENSITIVITY – LIKELIHOOD A POSITIVE TEST INDICATES DISEASE SENSITIVE TESTS FOR SCREENING – Fewer false negatives SPECIFICITY – LIKELIHOOD A NEGATIVE TEST INDICATES HEALTH SPECIFIC TESTS FOR CONFIRMATION Fewer false positives
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CONTINUOUS QUALITY IMPROVEMENT PROACTIVE APPROACH THAT ASSUMES ALL PROCESSES CAN BE IMPROVED ASSUMES A REASONABLE LEVEL OF QUALITY TO BEGIN WITH ASSUMES YOU ARE DOING THE RIGHT THINGS ALREADY
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GOALS AND OBJECTIVES GOALS –ENDS - OUTCOMES –VALUABLE IN THEMSELVES OBJECTIVES –INTERMEDIATE STEPS - MEANS –VALUABLE MEASURE OF PROGRESS
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INITIATE PROBLEM SOLVING OPPORTUNITY/THREAT – PROSPECTIVE CRISIS – IMMEDIATE DEVIATION – RETROSPECTIVE IMPROVEMENT - CONCURRENT
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PROBLEM SOLVING IDENTIFY THE PROBLEM ANALYZE THE SITUATION DEVELOP ALTERNATIVES CHOOSE A SOLUTION IMPLEMENT THE SOLUTION EVALUATE THE RESULTS
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PROBLEM STATEMENT STEM - OWNER - ACTION - GOAL “A QUESTION WELL PUT IS HALF ANSWERED” - DO YOU AGREE? OWNERSHIP/LEADERSHIP
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PROBLEM RECOGNITION IT IS EASY TO BECOME SO FOCUSED ON THIS THAT IT BECOMES THE PROBLEM LEAD, FOLLOW OR GET OUT OF THE WAY
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ACTION ORIENTATION “ THE PSYCHOLOGICAL STIMULUS PROVIDED BY AN ACTION ORIENTATION SHOULD NOT BE UNDERESTIMATED” THE VALUE OF A “HOLD” BOX SHOULD NOT BE UNDERESTIMATED EITHER
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REASONING INDUCTIVE: REASONING FROM PARTICULAR FACTS OR CASES TO A GENERAL CONCLUSION DEDUCTIVE: REASONING FROM THE GENERAL TO THE SPECIFIC
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MILITARY MANAGEMENT STRATEGY: PLANNING AND DIRECTING LARGE-SCALE OPERATIONS TACTICS: MANEUVERING FORCES, METHODS USED TO GAIN AN END LOGISTICS: PROCURING, MAINTAINING, & TRANSPORTING MATERIAL AND PERSONNEL; MANAGING THE DETAILS
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DECISION CRITERIA EFFECTIVENESS FEASIBILITY LEGALITY/ETHICS ACCEPTABILITY COSTS SECONDARY GAINS UNINTENDED CONSEQUENCES
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INFLUENCING FACTORS PROBLEM SOLVERS SITUATION ENVIRONMENT
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PROBLEM-SOLVERS EXPERIENCE, KNOWQLEDGE, JUDGEMENT PERSPECTIVE, PERSONALITY, BIASES VALUES, PHILOSOPHY
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GROUP PROBLEM SOLVING GROUP PROBLEM SOLVING PRODUCES BETTER QUALITY DECISIONS GROUPTHINK IS A PRIMARY CAUSE OF POLICY DEBACLES CONFLICT IS IMPORTANT TO REACHING A GOOD DECISION NONE OF US IS AS STUPID AS ALL OF US
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EMPLOYEE PARTICIPATION QUALITY CIRCLES FAILED - PARALLEL AND IRRELEVANT HEARINGS DO NOT EQUAL PARTICIPATION - PATRONIZING SUGGESTION BOX - IMPERSONAL AND GENERALLY IGNORED
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SITUATION URGENCY MAGNITUDE/IMPORTANCE RISK/UNCERTAINTY COST/BENEFIT
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ENVIRONMENT EXTERNAL INTERNAL
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CASE STUDY 4 VOLUNTEER COORDINATOR IS WORKING ONLY 6 HOURS A DAY FILLS OUT TIME CARD FOR 8 HOURS DOING A GOOD JOB GOES HOME WHEN HER WORK IS DONE WHAT IS THE PROBLEM?
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CASE STUDY 1 WORK LOAD IN A NURSING UNIT IS VERY HEAVY THIS MONTH FAMILY MEMBERS DOING PATIENT CARE AT SUGGESTION OF MS JOHNSON YOU HAVE SEEN JOHNSON SITTING IN THE UTILITY ROOM FOR LONG PERIODS OF TIME
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