ABSTRACT
SUMMARY: While the term systemness has been used in the healthcare sector for decades, its definition varies from organization to organization. Still, the goals are consistent: to improve patient experience, lower costs, reduce risk, and provide insights into a wide range of care and management issues. Most health systems face similar challenges, such as margin enhancement, quality improvement, increased access, and fending off disruptive competition. Systemness is a way to address these challenges while improving the overall interdependence of the organization. Although embraced by and advantageous to healthcare organizations, systemness efforts often fail. The obstacles are surmountable when organizations thoroughly analyze the achievable scale of systemness, community resources, and current mindset regarding the good of the whole. Leaders must play a vital role in promoting systemness by providing education and a routine review of day-to-day organizational activities. Sometimes, systemness requires a change in leadership or an updating of leadership skills.Organizations must recognize and assess their culture as it relates to principles of independence versus interdependence, and refocus clinical standardization through best-practice protocols and policies as COVID-19 affects the already-fractured healthcare sector. Fortunately, current and developing artificial intelligence, wearables, at-home testing, and improved technologies promise to provide a needed break for a contracting physician field and fatigued front line, and they present an opportunity for those organizations poised to meet the systemness challenge.
Subject(s)
COVID-19/diagnosis , COVID-19/therapy , Delivery of Health Care/organization & administration , Intersectoral Collaboration , Patient-Centered Care/organization & administration , Quality Assurance, Health Care/organization & administration , Quality of Health Care/organization & administration , Humans , Organizational Culture , Organizational Objectives , SARS-CoV-2ABSTRACT
Integrity carries special meaning in healthcare environments. Hospital and health system executives are called to make high-impact decisions every day-none more critical than those involving the delivery of accessible, error-free and evidence-based care.
