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1 piv First Printing June 2013 First Printing June 2013 with corrections August 2013 7/22/2013
1 pix He is a Lecturer at Suffolk University Sawyer School of Management and Lead Faculty Member at the International Institute for Analytics’ Health Care & Life Sciences Analytics Research Council. He is a Lecturer at Suffolk University Sawyer Business School and Lead Faculty Member at the International Institute for Analytics’ Health Care & Life Sciences Analytics Research Council. 8/23/2013
1 pix McNeill is the coauthor of The Value of Building Sustainable Health Care Systems: Capturing the Benefits of Health Plan Transformation and Building Organizational Capacity: A Cornerstone of Health System Reform. McNeill has authored many publications. His most recent are The Value of Building Sustainable Health Care Systems: Capturing the Benefits of Health Plan Transformation and Building Organizational Capacity: A Cornerstone of Health System Reform. 8/23/2013
1 p8 Figure 1.3 hard to read. Contrast enhanced. 8/23/2013
1 p14 Provider performance includes the adaptations of peer-to-peer and team centered Provider performance includes the adaptations of peer-to-peer provider ratings and team-centered outcomes.
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1 p17-18 Author doesn’t want 3 figures on page 18, so broke it up on the 2 pages. fixed 8/23/2013
1 p29 More tests or medical records not available at time of appointment
More tests resulting from medical records not available at time of appointment
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1 p31 If healthcare were as efficient as the most efficient system, communications, it would be at least 50% more efficient than it is now, and this would add a half trillion in savings.
If healthcare were as efficient as the most efficient system, communications, it would be at least 50% more efficient than it is now, and this would save a half trillion. 8/23/2013
1 p34 One of the major drivers of higher prices is the market and brand power of a provider group, sometimes referred to as “brand blackmail” that can extract higher payments from insurers. One of the major drivers of higher prices is the brand power of a provider group, sometimes referred to as “brand blackmail” that can extract higher payments from insurers. 8/23/2013
1 p37 Despite the funding source, care is mostly provided in the private sector and through private health insurers. Whatever the funding source, care is mostly provided in the private sector and through private health insurers. 8/23/2013
1 p40 In addition to medical homes, there might be health houses. For example, in addition to medical homes, there might be health houses.
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1 p53 Jesse Gruman, president of the Center for Advancing Health, states... Jessie Gruman, president of the Center for Advancing Health, states... 8/23/2013
1 p181 The design stage involves decisions of individuals within an organization to adopt the innovation; that is, to accept or reject the plan. The decision stage involves decisions of individuals within an organization to adopt the innovation; that is, to accept or reject the plan. 8/23/2013
1 p196 Were it not for the significant survival pressures, the hope that a new CEO will make a difference, and the external demands, any proposal for change at this time would be considered dead on arrival.
Idea maturation (see Figure 8.5b) is in the yellow zone overall.
Figure 8.5bCase study evaluation: idea stage, ideation maturation.

The HICS idea has been well formulated and has been reasonably socialized.
Were it not for the significant survival pressures, the hope that a new CEO will make a difference, and the external demands, any proposal for change at this time would be considered dead on arrival.

Idea maturation (see Figure 8.5b) is in the yellow zone overall.
Figure 8.5bCase study evaluation: idea stage, ideation maturation.
The HICS idea has been well formulated and has been reasonably socialized.
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1 p197 If so, is it technically possible to change behavior and social conditions sufficiently to achieve some potency with the innovation?
The overall score for urgency and timing (see Figure 8.5c) is a solid green.
Figure 8.5cCase study evaluation: idea stage, urgency and timing.
The burning platform is compelling and might ignite progress on other, lagging factors.
If so, is it technically possible to change behavior and social conditions sufficiently to achieve some potency with the innovation?

The overall score for urgency and timing (see Figure 8.5c) is a solid green.
Figure 8.5cCase study evaluation: idea stage, urgency and timing.
The burning platform is compelling and might ignite progress on other, lagging factors.
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1 p198 The states will also have a quality performance measurement system to ensure and pay for high quality. The states will also have a quality performance measurement system to monitor and pay for high quality. 8/23/2013
1 p200 This data-capture approach was judged to have lower impact on clinical operations and lower cost. This data-capture approach was judged to have lower impact on clinical operations and have lower costs. 8/23/2013
1 p201 Trialability was feasible given the suggestion to first test the intervention on a historical sample. The suggestion was made to do a pilot test on one of the Medicaid diabetes programs, and initial conversations with the state Medicaid office were encouraging about their support for the innovation.
The organizational capabilities (see Figure 8.6b) to absorb and make full benefit of the innovation are in the red zone and are a major barrier to a favorable adoption decision.
Trialability was feasible given the suggestion to first test the intervention on a historical sample. The suggestion was made to do a pilot test on one of the Medicaid diabetes programs, and initial conversations with the state Medicaid office were encouraging about their support for the innovation.

The organizational capabilities (see Figure 8.6b) to absorb and make full benefit of the innovation are in the red zone and are a major barrier to a favorable adoption decision.
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1 p202 The skills and competencies for the analytic innovation are excellent. The new CAO is intent on demonstrating how analytics can improve earnings and sees this as a promising area. She is also considering the formation of an Analytics Center of Excellence, which will concentrate expertise from within and outside the company on fast-track, high-priority projects.
Readiness (see Figure 8.6c) overall is clearly in the green zone.
The skills and competencies for the analytic innovation are excellent. The new CAO is intent on demonstrating how analytics can improve earnings and sees this as a promising area. She is also considering the formation of an Analytics Center of Excellence, which will concentrate expertise from within and outside the company on fast-track, high-priority projects.

Readiness (see Figure 8.6c) overall is clearly in the green zone.
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1 p203 In addition to the executive leadership, a change agent has been assigned the daily operational responsibility to get the HICS adopted and operating successfully.
The overall dashboard (see Figure 8.7) for the results obtained from the innovation adoption factors model indicate an overall cautious, yellow rating for the adoption decision index.
In addition to the executive leadership, a change agent has been assigned the daily operational responsibility to get the HICS adopted and operating successfully.

The overall dashboard (see Figure 8.7) for the results obtained from the innovation adoption factors model indicate an overall cautious, yellow rating for the adoption decision index.
(Should be a double space between paragraphs)
8/23/2013
1 p203 The skills and competencies for the analytic innovation are excellent. The new CAO is intent on demonstrating how analytics can improve earnings and sees this as a promising area. She is also considering the formation of an Analytics Center of Excellence, which will concentrate expertise from within and outside the company on fast-track, high-priority projects.
Readiness (see Figure 8.6c) overall is clearly in the green zone.
The skills and competencies for the analytic innovation are excellent. The new CAO is intent on demonstrating how analytics can improve earnings and sees this as a promising area. She is also considering the formation of an Analytics Center of Excellence, which will concentrate expertise from within and outside the company on fast-track, high-priority projects.

Readiness (see Figure 8.6c) overall is clearly in the green zone.
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8/23/2013
1 p214 47. Jesse Gruman, “Hospitals, Practice Administrators and Clinicians: You Gotta Learn to Love Patient Ratings,” Health Affairs Blog, http://
healthaffairs.org/blog/2012/04/25/hospitals-practice-administrators-and-clinicians-you-gotta-learn-to-love-patient-ratings.
47. Jessie Gruman, “Hospitals, Practice Administrators and Clinicians: You Gotta Learn to Love Patient Ratings,” Health Affairs Blog, http://
healthaffairs.org/blog/2012/04/25/hospitals-practice-administrators-and-clinicians-you-gotta-learn-to-love-patient-ratings.
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