Subject(s)
Critical Care/organization & administration , Hospital Restructuring/organization & administration , Intensive Care Units/organization & administration , Critical Care/economics , Decision Making, Organizational , Health Care Costs , Hospital Costs , Hospital Restructuring/economics , Humans , Intensive Care Units/economics , Outcome Assessment, Health Care , Quality of Health Care , United StatesABSTRACT
Successful implementation in a redesigning organization does not happen without a sound design, good implementation planning and effective leadership. The focus of the implementation preparation must change prior to and after the "go live" implementation date. Implementation preparation requires intentional steps to build systems, communicate effectively and develop operational understanding among clinicians, physicians and management. Early effort should focus on planning for efficient day-to-day operations, development of measurement systems and contingency planning. Immediately prior to and after implementation the focus should be on communication, goal setting, issues prioritization and fact-based issues resolution. After the first couple of months of implementation, the focus should move toward mentoring teams/individuals, building outcome measurement systems, identifying sources of future improvement and transferring more authority as appropriate to teams. Commit to comprehensive implementation preparation. Time spent on implementation preparation will pay large dividends during the challenging times of transitioning your organization to a redesigned world.
