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The 4 Synergies of High Agility Health Systems
Why They Are Critical To Your Organization
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Whether a health professional or organization has "Agility" has become a
critical success factor in the drive to meet patient needs and stay
competitive in the rapidly changing health care market
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The Baldridge National Quality Program (2007) Includes AGILITY as One of its Health Care Criteria for Peformance Excellence's "Core Values and Concepts" ... Considering it an "Embedded Belief and Behavior Found in High-Performing Organizations"
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“Success in today’s ever changing health care environment demands
agility – a capacity for rapid change and flexibility… Health care
providers face ever-shorter cycles for the introduction of new/improved
health care services, as well as for faster and more flexible responses
to patients and other customers, and nonprofit and government
organizations are increasingly being asked to respond rapidly to new or
emerging social issues. Major improvements in response times often
require new work systems, simplification of work units and processes,
or the ability for rapid changeover from one process to another.”
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*From the Malcolm Baldridge National Quality Program Health Care Criteria for Performance Excellence Report, 2007
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What Does This Mean For You?
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In general terms, it means that building "agility" in yourself and your group is not an option anymore. To be successful, and to stay competitive, the ability to be flexible, responsive and proactive has become a critical success factor in today's healthcare world.
There is no argument that health organizations and health care providers need to adapt and develop new ways of coping with the demands they are up against. That is where the critical element of building agility comes in.
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Agility itself is the greater ability to deal with changes - whether
internal or external - as they come, and to be quicker, more
responsive, and more flexible in response to changes in direction,
strategy or daily practice |
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The 4 Synergies of High Agility Health Systems ™
Agility has at its core 4 major elements
all which work together and build on each other to create
high-performance for an organization and for each professional in it -
they are:
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1 - "Strategically Managed Change"
- where a group becomes skilled in dealing with external changes
"proactively" and with a plan of action that is customized and takes
into account local considerations of the health system ... which leads
to:
2 - "Highly Effective Communication"
- which has its basis in a clearly articulated path, expectations of
success and peoples' roles in it, and a knowledge of how to give people
in your system the right information at the right time, through both
"formal" and "informal" channels ... which leads to:
3 - "High Trust Environments"
- where key competencies of openness and clarity, supported
relationships, decreased fear of speaking out, and higher levels of
ownership, cooperation, accountability, trust and collegiality are
built ... which leads to:
4 - "Highly Effective Teams" -
where the focus is less on vague notions of "team
building", and more highly tuned towards the creation of
complimentary-skilled teams working together towards a common
performance goal and outcome
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All of these synergies together create "Agility" for health professionals and organizations ...
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...the greater ability to
deal with changes proactively and with the least amount of "churn" or
resistance ...
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...to build a higher overall performance that allows them to
deliver a higher level of patient care...
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...which keeps them "ahead of the
game", maintaining their COMPETITIVE EDGE in a very changeable market.
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