Managing High Performance Healthcare: Using the Power of Relationships to Achieve Quality, Efficiency and Resilience | by Jody Hoffer Gittell | 2009 | ISBN: 9780071621762. Transforming Healthcare Industry. Building a High Performance Work System

December 31, 2009 by kutenk
Filed under: Business Books

Managing High Performance Healthcare: Using the Power of Relationships to Achieve Quality, Efficiency and Resilience

by Jody Hoffer Gittell
2009 (352 pages)
ISBN:9780071621762

Providing a long-awaited cure to an industry in crisis, this book explains the critical concept of “relational coordination”—coordinating work through shared goals, shared knowledge, and mutual respect.

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Managing High Performance Healthcare—Using the Power of Relationships to Achieve Quality, Efficiency and Resilience

Preface
Part I – Transforming Healthcare
Chapter 1 – The Challenges We Face
Chapter 2 – What Is Relational Coordination?
Overview
What Is Relational Coordination?
The Power of Relationships
Differences in Relational Coordination Between Organizations and Between Roles
Bottom Line

Chapter 3 – How Relational Coordination Drives Quality and Efficiency Performance
Relational Coordination and Surgical Performance
Job Satisfaction
What We Found
Relational Coordination and Medical Performance
Relational Coordination and Long-Term Care Performance
Relational Coordination and Airline Performance
Bottom Line

Part II – Building a High Performance Work System
Chapter 4 – A Different Kind of High Performance Work System
Overview
A High Performance Work System that Supports Relational Coordination
Bottom Line

Chapter 5 – Select for Teamwork
Overview
Assessing the Impact of Selecting for Teamwork
Bottom Line

Chapter 6 – Measure Team Performance
Overview
Assessing the Impact of Cross-Functional Performance Measurement
Bottom Line

Chapter 7 – Reward Team Performance
Overview
Assessing the Impact of Cross-Functional Rewards
Bottom Line

Chapter 8 – Resolve Conflicts Proactively
Overview
Assessing the Impact of Cross-Functional Conflict Resolution
Bottom Line

Chapter 9 – Invest in Frontline Leadership
Overview
Assessing the Impact of Supervisory Staffing
Bottom Line

Chapter 10 – Design Jobs for Focus
Overview
Patient-Focused Job Design
Assessing the Impact of Patient-Focused Job Design
A Second Type of Job Focus: The Hospitalist Job Design for Physicians
Assessing the Impact of the Hospitalist Job Design
Bottom Line

Chapter 11 – Make Job Boundaries Flexible
Overview
Bottom Line

Chapter 12 – Create Boundary Spanners
Overview
Case Managers as a Replacement for Primary Nurses?
Assessing the Impact of Cross-Functional Boundary Spanners
Bottom Line

Chapter 13 – Connect through Pathways
Overview
Assessing the Impact of Cross-Functional Pathways
Bottom Line

Chapter 14 – Broaden Participation in Patient Rounds
Overview
Assessing the Impact of Cross-Functional Rounds
Bottom Line

Chapter 15 – Develop Shared Information Systems
Overview
Assessing the Impact of Cross-Functional Information Systems
Bottom Line

Chapter 16 – Partner with Your Suppliers
Overview
Supply Partnerships at Beth Israel Deaconess
Supply Partnerships at Brigham and Women’s
Supply Partnerships at the Hospital for Joint Diseases
Supply Partnerships at the New England Baptist
Is Common Ownership the Solution?
Are Primary Care Physicians (or Family Members) the Solution?
Bottom Line

Chapter 17 – Combine Work Practices to Build a High Performance Work System
Overview
Bottom Line

Part III – Getting from Here to There
Chapter 18 – Respond to Pressure with Resilience
Overview
Is Pressure Always a Bad Thing?
How People Cope with Pressure
How Organizations Cope with Pressure
Beyond Coping to Resilience
Is Relational Coordination a Resilient Response to Managed Care Penetration?
What We Found
External Threats are Not Enough
Bottom Line

Chapter 19 – Transform Your Organization in a Systemic and Sustainable Way
Overview
Obstacles to Systems Thinking
Identify Leadership for Change
Choose a Focal Work Process and Map it Out
Measure Key Performance Outcomes
Measure Relational Coordination and Identify Gaps
Measure the High Performance Work System and Identify Gaps
Transform Work Practices Systemically
Repeat the Process
Bottom Line

Chapter 20 – Make Unions Your Partners, Not Your Adversaries
Seiu and the New York League of Voluntary Hospitals and Nursing Homes
SEIU and Allina Health System
Kaiser Permanente Labor-Management Partnership
Traditional Adversarial Relationships in Healthcare
Bottom Line

Chapter 21 – Support Change at the Industry Level
Fragmented Payment Systems
Fragmented Hospital-Physician Relationships
Fragmented Information Systems
Adversarial Labor Law
Industry Leadership for Change

Notes for Exhibits
Exhibit 2-4 (page 21)
Exhibit 3-1 (page 30)
Exhibit 3-3 (page 32)
Exhibit 3-5 (page 36)
Exhibit 3-6 (page 40)
Exhibit 3-7 (page 42)
Exhibit 4-2 (pages 54–55)
Exhibit 5-1 (page 63)
Exhibit 5-3 (page 64)
Exhibit 6-1 (page 78)
Exhibit 6-3
Exhibit 7-1 (page 87)
Exhibit 7-3 (page 89)
Exhibit 8-1 (page 101)
Exhibit 8-3 (page 103)
Exhibit 9-1 (page 112)
Exhibit 9-3 (page 113)
Exhibit 10-1 (page 119)
Exhibit 10-3 (page 121)
Exhibit 10-4 (page 123)
Exhibit 10-5 (page 124)
Exhibit 10-6 (page 125)
Exhibit 12-1 (page 146)
Exhibit 12-3 (page 147)
Exhibit 13-1 (page 157)
Exhibit 13-3 (page 159)
Exhibit 14-1 (page 167)
Exhibit 14-3 (page 168)
Exhibit 15-1 (page 182)
Exhibit 15-3 (page 183)
Exhibit 16-1 (page 205)
Exhibit 17-1 (page 211)
Exhibit 17-3 (page 212)
Exhibit 18-1 (page 226)
Exhibit 19-2 (pages 239–240)
Exhibit 19-3 (page 241)
Exhibit 19-4 (pages 242–243)