A business or institution’s ability to change is largely determined by the health and vitality of its organizational culture and the effectiveness of its leaders. Organizational culture represents the collective values, beliefs and principles of its members and is a product of such factors as history, product, market, technology, and strategy, and leadership. It includes the organization’s vision, values, norms, systems, symbols, language, assumptions, beliefs, and habits. A positive organizational culture may foster, encourage and reward adaptability, high performance, innovation, and change. Other cultures discourage, stifle or even punish stepping away from the norm.
Some leaders are equipped to drive a culture and change that is required for healthcare transformation. Whereas, some leaders, without realizing it, block and inhibit the organization from being able to move, change, grow and develop in order to make the transformation. The shift to a Population Health Management model from the current healthcare delivery model is a massive change, and requires organizational transformation. Physician leaders, administrative leaders and clinical leaders need to come together in triad leadership to intentionally create an organizational culture that will allow transformation to occur. The MEDI process helps to equip Triad Leadership to build the capacity in these leaders to develop a culture that drives transformation.
Despite brilliant careers as clinicians, most doctors in the U.S. have no leadership training, reports the Harvard Business Review. Additionally, they rise through the ranks uniformly, often lacking the ability to effectively coordinate teams, coach and receive feedback, communicate and display emotional intelligence, the HBR explains. Not surprisingly, there’s a tremendous need for integrating clinical […]