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PubMed · 10117993

Starting with results.

R S MacStravic
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Abstract

As results are used to measure hospital performance, administrators must learn to recognize the interrelation of various outcomes measurements and balance their priorities. But most managers and marketers prefer being held accountable for measurable effort rather than for measurable results.

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Hospital AdministrationOrganizational ObjectivesOutcome Assessment, Health CarePlanning TechniquesQuality Assurance, Health CareUnited StatesJournal Article

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R S MacStravic. 1992. Starting with results.. https://pubmed.ncbi.nlm.nih.gov/10117993/

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[Leadership and change processes in hospitals].

BACKGROUND: Successful change processes in hospitals require leaders with strong competence and personal suitability, who can develop resource efficient and creative solutions. We have investigated how division leaders handle change processes and solve problems that arise in cross-disciplinary meeting activities. MATERIAL AND METHODS: Eight division leaders at two hospitals in the same region of Norway have gone through in-depth interviews about change leadership. RESULTS AND INTERPRETATIONS: Some of the division leaders were familiar with facilitating change processes and used a range of methods and tools, but the majority had limited insight into which methods would be most appropriate in the various phases of a change process. They signalised that the most difficult challenge was to handle interactions dominated by suspicion, negative interpretation, assumptions and hidden agendas. Such interplays were the most limiting factor in the development of a common understanding of demands, goals and commitment to change processes across departments and units.

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