Jan Engelen Reflectie VBHC (Karolinska...© Turner, 2016 Outcomes that matter to patients is core in...
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Reflectie VBHC Jan Engelen (Karolinska University Hospital)
Transcript of Jan Engelen Reflectie VBHC (Karolinska...© Turner, 2016 Outcomes that matter to patients is core in...
Reflectie VBHCJan Engelen
(Karolinska
University
Hospital)
© Turner, 2016
Patient firsttogether we create the best healthcare
© Turner, 2016
Outcomes that matter to patients is core in value based
healthcare
Quality
ResourcesVALUE
© Turner, 2016
Valuebased healthcare at Karolinska
Well-defined patient group with
a patient group captain
Patients participate in the
interdisciplinary team that defines
quality/resource and way of working
Continous measures and follow-ups of
quality and cost along patient flow
Based on fresh data, improvements are initiated
Decisions are made as close to
the patient as possible
Patient group
Patient flow
management teamMeasurement Improvement Decisions
© Turner, 2016
Our focus: patients’ path through care
GP
Hospital
Other care providers
Geriatrics
Psychiatry Rehabi-litation
Specialized care outside hospital
© Turner, 2016
Patient groups are core
PMI Imaging & Physiology
LABEmergency services
Allied Health Professionals
Children’s and Women’s Health
Heart & Vascular
Cancer
Inflammation and Infection
Trauma & Reparativ Medicin
Neuro
Patient area
Patient group
Patient area
Patient group
etc.
Aging
Patient groups are core in the new organization
A multi-disciplinary team is created based on the needs of each patient group
© Turner, 2016
Patient pathway management team
Note: PI, principal investigator (Research Group Leader)
PI/teacher
PFC: Patient Flow Captain
PhysicianUltrasound
© Turner, 2016
A new key role: Patient flow captain
© Turner, 2016
The Why of an organization
“The split – when the
metrics of an organization start
to grow, and the Why of the
organization starts to go fuzzy”
Simon Sinek
© Turner, 2016
Importance of leadership for change
Three basic principles when leading change
1 2 3Keep an emergent Change Approach
Allow for adaptive Challenges
Create a good “smell of the place”
“The single biggest failure of leadership is to treat adaptive challenges like technical problems. People are part of the problem. Their taking responsibility becomes part of the solution”
“Individuals do not change fundamentally, in who they are. Revitalizing people has (....) to do with changing the context that companies and senior managers create around their people”
Change approach
Standardized Distributed
Linear, Sequential
Directive Self-Assembly
Complex and embedded
Master Emergent
© Turner, 2016
Supporting leaders
© Turner, 2016
Nya Karolinska – a catalyst for change
