- Traditional Change Models
- Disparate Change Groups
- Uncontained Change
- No Standard Change Approach
- Tools Focus
- Reliance on Benchmarking
- Changes Are Not Based On Data, Good Data, Or The Right Data
- Changes Made Based On Symptoms, Not Causes
- Systems Versus Processes
- Focus On People, Not On Process
- Lack of Context for Solutions
- Adding Versus Subtracting (Patching)
- Poor Implementation
- No Emphasis On Control
- Management Versus Leadership
What should be quite obvious throughout this chapter is that the failings of performance improvement in healthcare are no comment on the people, but rather on the methods of change currently in use. People in healthcare, like people in other industries, are smart, hardworking, and creative—but unlike in most other industries they are laboring under change management systems that are antiquated.
The failings of the existing change system are obvious when written in black and white as here, but for some inexplicable reason this is overlooked and the methods are just accepted as the best approach.
The fundamental problem is not the difficulty of making change in health-care; it’s the change model itself.