The Multiple Facets of Healthcare · 'When I die, I want someone to know': Fear of dying alone...
Transcript of The Multiple Facets of Healthcare · 'When I die, I want someone to know': Fear of dying alone...
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The Multiple Facets of Healthcare: How would practitioners of science, systems design and
management fulfil their roles in the future of healthcare?
Thomas WK Lew
Chairman, Medical Board
Tan Tock Seng Hospital
SINGAPORE
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NHG: Integrated Health Cluster for 2.2M (~40%) population
TTSH
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The Multiple Facets of Healthcare: How would practitioners of science, systems design and management fulfil their roles in the future of
healthcare
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Preparing the Future Health Workforce
• Historic Development of Singapore Healthcare • Facets of our Future Challenges
• Defining the Adaptive Challenge
• Embracing Change – Radical & Disruption
• Defining Structure, Vision & Mission
• Creating New Mental Models
• Developing the Workforce• What do they Value? How do we know? • Safety Culture at Work • Engaging Leadership & Motivation at Work • Working in Teams
• Being and Becoming • Consciousness, Developing Cognitive Capacity for Empathy, Embracing
Complexity & Chane
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Singapore Healthcare – Heading into uncharted Territories
Timeline Perspectives
❖Post-Independence: Public Health – water, sanitation, nutrition; vaccination; Maternal Health; Child Health; Primary Care
❖Development of treatment capabilities and health facilities for a young population & growing nation
❖Expertise, Deep specialisation; National Centres; Health-financing policies; Corporatization, privatization, Financial Management
❖Repurposing to public health mission; public health as part of the national social services agenda
❖Burning platforms for 21st Century with Demographic Shift – Water, Nutrition, Elderly health and Primary Care
❖Reorganising and bridging the Medical: Social Continuum
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FOR A BETTER TOMMOROW
10 Tips to Help Your Patients Keep Their Healthy New Year resolutions
The War on Diabetes
Ang Mo Kio TC char kway teow& sugar-cane juice
Our Medical Staff are doing a lot more public engagement
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Cleveland Clinic’s Medical Innovation Summit: Top 10 Innovations 2016
1. Using the microbiome to prevent, diagnose and treat disease
2. Diabetes drugs that reduce cardiovascular disease and death
3. Cellular immunotherapy to treat leukemia and lymphomas
4. Liquid biopsies to find circulating tumor DNA
5. Automated car safety features and driverless capabilities
6. Fast Healthcare Interoperability Resources (FHIR)
7. Ketamine for treatment-resistant depression
8. 3-D visualization and augmented reality for surgery
9. Self-administered HPV test
10. Bioabsorbable stents
Technology will not go away:Managing High-cost or potentially ‘Exponential Technologies is a given’
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'When I die, I want someone to know': Fear of dying alone increases among elderly folk (ST, April 2016).
Social Issues for the Elderly
Bukit Batok - Managing Money and Budgeting for the Poor Course – VWO organized 15 February 2014
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Self Reflection on 2010 Data:
Do we Really know how our patients’ get by in the community?
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2017 ©Venice Beach, Santa Monica, CA
Discriminalization of Drugs : A Health Menace or Human Right?
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N = AllBig Data
Personalized MedicineN = 1
Big Data: A Revolution That Will Transform How We Live, Work, and ThinkViktor Mayer-Schönberger and Kenneth Cukier
Multi- Centre Randomized Control Trial
Single-Centre Trial
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Preparing the Future Health Workforce
• Historic Development of Singapore Healthcare • Facets of our Future Challenges
• Defining the Adaptive Challenge
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Healthcare Future: An Adaptive Challenge
Adaptive work is the process of shifting the values, habits, practices and priorities of the people so that the pathway to progress opens up.
Dean Williams
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Healthcare Future: Motivation Needs a Challenge
• Adaptive work is the process of shifting the values, habits, practices and priorities of the people so that the pathway to progress opens up.
• (Dean Williams)
• The challenge demands responses outside the repertoire.
• Adaptive work requires learning.
• The people with the problem are the problem, and they are the solution.
• Problem-solving responsibility shifts to the stakeholders and connected to factions.
• Adaptive work distinguishes what’s precious and essential from what’s expendable.
• The losses often includes people’s loyalties, attachments, and sense of competence.
• Adaptive work is value-laden; conservative as well as progressive.
• Adaptive work requires a longer time frame than technical work.
• Adaptive work generates disequilibrium and work avoidance.
• Adaptive work is experimental.
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Healthcare Future: An Adaptive Challenge
In Complex Problems, Getting the answers is not as important as
…….. ”knowing the right questions to ask”
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2011 Southcentral Foundation. Modified from Ralph D. Stacey:Stacey Complexity Matrix
Reframing Control
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Preparing the Future Health Workforce
• Historic Development of Singapore Healthcare • Facets of our Future Challenges
• Defining the Adaptive Challenge
• Embracing Change – Radical & Disruption
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Daniel Kim. Pegasus Communications Article Volume 3 No 5 (June/July 1993) Levels of Perspectives: “Firefighting” at Multiple Levels.
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The Oscar office in Manhattan. The firm offers phone calls with physicians with quick callbacks and comparisons of doctors’ fees. It was dreamed up by a group of Harvard Business School tech entrepreneurs and investors and built by whiz-kid engineers and designers from Facebook, Google and Tumblr.
Radical Change & Disruption
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Specialist physicians
Personal physicians
Nurse practitioners
Pharmacists
Clinics
Offices
Homes
Clayton Christensen: Disruptive Innovations – Higher Quality Lower Cost
Retail Clinics
Family care
Disruption breaks the trade-offs. Higher quality and lower costs
Trade-offs are binding: Higher quality requires higher costs
Radical Change & Disruption
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Radical Change & Disruption
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Radical Change & Disruption
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Preparing the Future Health Workforce
• Historic Development of Singapore Healthcare • Facets of our Future Challenges
• Defining the Adaptive Challenge
• Embracing Change – Radical & Disruption
• Defining Structure, Vision & Mission
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Vision & Mission
Culture Structure Resources Results
? Culture Structure Resources Confusion
Vision & Mission
? Structure Resources Resistance
Vision& Mission
Culture ? Resources Anxiety
Vision& Mission
Culture Structure ? Frustration
After Ross Wilson : Adapted from Knoster, T, Villa R, & Thousand, J (2000). A framework for thinking about systems change. In R villa & J Thousand (Eds), Paul H Brookes Publishing Co.
Organisational Alignment
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Preparing the Future Health Workforce
• Historic Development of Singapore Healthcare • Facets of our Future Challenges
• Defining the Adaptive Challenge
• Embracing Change – Radical & Disruption
• Defining Structure, Vision & Mission
• Creating New Mental Models
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MOH is Planning forBeyond Healthcare 2020
1. Providing appropriate care closer to community & home
2. Increase value & be sustainable
3. Support Singaporeans to lead Healthier lives
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NHG: Regional Health System RoadmapVision “Adding Years of Healthy Life”
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Better
Care
(Mission-focused)
1. Deliver Excellent Hospital Care
Outreach &
Population
Health
NCID/
Outbreaks
3. Enable Community
Partnered Care
2. Manage Public Health
& Emergencies
Partnering Primary
Care & Community
Services
Structuring
Transitional
CareNational &
Civil
Emergenci
es
Establishing Intermediate Care
3. Standard
Care
1. Complex
Care
2. Acute Care
Mental Models for Care Delivery
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Changi Airport vs Aircraft Carrier
HRO - Acute Care Unpredictable outcomeHigh Risk – gets higher w demandFlat Hierarchy, Broad-based team
Deliberation, Safety and Consistency
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Preparing the Future Health Workforce
• Historic Development of Singapore Healthcare • Facets of our Future Challenges
• Defining the Adaptive Challenge
• Embracing Change – Radical & Disruption
• Defining Structure, Vision & Mission
• Creating New Mental Models
• Developing the Workforce• What do they Value? How do we know?
• Engaging Leadership & Motivation at Work
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What Patients Really Want & Value
1. Cure Me
2. Heal Me
3. Don’t Hurt Me
4. Don’t Make Me Waste my Money
5. Respect Me as a Person
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HEALTHCARE SYSTEM
What Our Staff Values
Operating Theatre Party 2016 – No Donations needed
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NHG EMPLOYEE CLIMATE SURVEY 2010 Slide 38
Employee Climate Survey
2015
Results Presentation
© 2015 Towers Watson. All rights reserved. Proprietary and Confidential.
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NHG EMPLOYEE CLIMATE SURVEY 2010 Slide 39
Values displayed are based on Total Favourable Coloured Cells indicate a statistically significant difference
# Category A B C D E
1 Work Organisation 65 6 -3 -1 3
2 Management 68 4 -4 -2 9
3 Supervision 81 -1 -1 -2 10
4 Working Relationships 78 5 -6 1 8
5 Communication 64 2 -7 1 15
6 Training and Development 83 4 -4 0 6
7 Performance Appraisal 76 5 -4 -5 18
8 Career Advancement 67 2 -4 -2 15
9 Rewards and Recognition 42 9 -3 -6 12
10 Working Conditions and Occupational Health 83 1 -5 4 4
11 Job Satisfaction 70 4 -4 -2 10
12 Hospital Image 66 3 -4 1 7
13 Patient/Customer Focus 68 6 -5 -1 8
14 Employee Engagement 80 4 -4 1 6
15 Confidence in Survey Follow-up 57 6 -6 2 2
16 TTSH Specific Items 60 1 -1 -1 4
A. TTSH: MEDICAL [DR ONLY] 2010 (558)
B. TTSH: DIVISION OF AMBULATORY & DIAGNOSTIC MEDICINE [DR ONLY] 2010
(113)
C. TTSH: DIVISION OF MEDICINE [DR ONLY] 2010 (208)
Category Scores By Division/Department
TTSH: MEDICAL [DR ONLY] 2010 (558)
NHG Employee Climate Survey 2010
D. TTSH: DIVISION OF SURGERY [DR ONLY] 2010 (174)
E. TTSH: DIVISION OF INTEGRATIVE AND COMMUNITY CARE [DR ONLY] 2010 (63)
Values displayed are based on Total Favourable Coloured Cells indicate a statistically significant difference
# Category A B C D E
1 Work Organisation 65 6 -3 -1 3
2 Management 68 4 -4 -2 9
3 Supervision 81 -1 -1 -2 10
4 Working Relationships 78 5 -6 1 8
5 Communication 64 2 -7 1 15
6 Training and Development 83 4 -4 0 6
7 Performance Appraisal 76 5 -4 -5 18
8 Career Advancement 67 2 -4 -2 15
9 Rewards and Recognition 42 9 -3 -6 12
10 Working Conditions and Occupational Health 83 1 -5 4 4
11 Job Satisfaction 70 4 -4 -2 10
12 Hospital Image 66 3 -4 1 7
13 Patient/Customer Focus 68 6 -5 -1 8
14 Employee Engagement 80 4 -4 1 6
15 Confidence in Survey Follow-up 57 6 -6 2 2
16 TTSH Specific Items 60 1 -1 -1 4
A. TTSH: MEDICAL [DR ONLY] 2010 (558)
B. TTSH: DIVISION OF AMBULATORY & DIAGNOSTIC MEDICINE [DR ONLY] 2010
(113)
C. TTSH: DIVISION OF MEDICINE [DR ONLY] 2010 (208)
Category Scores By Division/Department
TTSH: MEDICAL [DR ONLY] 2010 (558)
NHG Employee Climate Survey 2010
D. TTSH: DIVISION OF SURGERY [DR ONLY] 2010 (174)
E. TTSH: DIVISION OF INTEGRATIVE AND COMMUNITY CARE [DR ONLY] 2010 (63)
Medical Overall vs Medical Depts
Category Scores 2010
Medicine
# Category T MED P Q R S T U V W X Y Z
1 Work Organisation 65 -7 1 -5 -22 -7 -1 3 8 -2 -3 12
2 Management 68 -10 0 -7 -38* -12 4 3 4 4 3 20
3 Supervision 81 -9 -5 -5 3 4 -2 10 8 11 9 9
4 Working Relationships 78 -10 -7 -8 -15 -6 -4 3 -2 2 6 17
5 Communication 64 -20* 3 -9 -25 -8 -7 2 6 14 11 21*
6 Training and Development 83 -5 -5 -10 8 4 -11* 0 8 6 0 10
7 Performance Appraisal 76 -16 -4 -7 -9 -14 -3 13 9 16 20* 18
8 Career Advancement 67 -15 1 -7 -21 -15 0 13 2 10 13 22*
9 Rewards and Recognition 42 -15 4 -2 -29 -3 1 -7 -9 8 18 11
10 Working Conditions and Occupational Health 83 -9 -1 -15 -37* -9 3 -12 3 3 -4 10
11 Job Satisfaction 70 -13 1 -18 -31* 2 -3 17 7 15 -6 19
12 Hospital Image 66 -10 -3 -6 -36* -4 2 3 -14 1 0 19
13 Patient/Customer Focus 68 -10 -1 -10 -30* -10 1 -7 10 4 4 15
14 Employee Engagement 80 -12 3 -13 -47* 6 0 4 5 2 2 14
15 Confidence in Survey Follow-up 57 -12 3 -13 -48* -10 7 -19 2 -7 0 11
16 TTSH Specific Items 60 -2 -7 5 -32* -1 5 -4 2 2 0 10
Int & Comm Care
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NHG EMPLOYEE CLIMATE SURVEY 2010 Slide 40
Category Scores Ranked By Difference From
Benchmark Favourable Scores
Rewards and Recognition
Career Advancement
Performance Appraisal
Employee Engagement
TTSH Specific Items
Communication
Management
Confidence in Survey Follow-up
Patient/Customer Focus
Training and Development
Hospital Image
Work Organisation
Working Conditions and Occupational Health
Supervision
Job Satisfaction
Working Relationships
Coloured Difference Bars indicate a statistically significant difference
Differences From Benchmark
NHG Employee Climate Survey 2010
TTSH: MEDICAL 2010 (738)
vs. TTSH: MEDICAL 2006 (306)
45
67
77
80
74
64
70
61
69
81
68
66
83
78
69
77
17
15
14
13
13
13
12
11
10
9
8
8
7
7
6
3
-30 -15 0 15 300 25 50 75 100
Significant Improvements Made!
Medical Overall 2010 vs Medical Overall 2006
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NHG EMPLOYEE CLIMATE SURVEY 2010 Slide 41
Total Favourable ?
Total
Unfavour-
able
80. TTSH MyCare has made me more aware of the need to cut waste
in my work.-38 * 44 17
81. I believe TTSH MyCare will bring about positive outcomes [e.g.
improved patient care, reduced wait time, etc.].-35 * 47 12
83. MyCare principles [e.g. waste reduction, etc.] are relevant to my
daily work.-29 * 43 7
82. My immediate supervisor is supportive of my participation in
MyCare projects/activities.-28 * 54 3
61. Filling in this survey is a good way to tell management what I
think.-22 * 24 20
49. This hospital/institution periodically monitors and reviews pay to
ensure its competitiveness.-20 * 33 25
70. I have the computer systems support I need to do my job
effectively.-19 * 13 25
12b. This hospital/institution is highly regarded by: The general public -18 * 29 14
57. This hospital/institution rewards staff with good bonuses based
on hospital/institution and individual performance.-18 * 32 19
15. I think this hospital/institution is doing a good job of retaining its
most talented people.-16 * 27 32
* indicates a statistically significant difference
NHG Employee Climate Survey 2010
TTSH: MEDICAL [DR ONLY] 2010 (558)
vs. TAN TOCK SENG HOSPITAL 2010 (5277)
Tot Fav
Diff
Bottom 10 Differences From Benchmark
39
42
50
43
56
42
62
57
49
41
0 25 50 75 100
Medical Overall Bottom 10 Scores vs TTSH
Scores (2010)
(TTSH Specific Items)
(TTSH Specific
Items)
(TTSH Specific Items)
(TTSH Specific Items)
(Confidence in Survey Follow-up)
(Rewards & Recognition)
(Work Organisation)
(Hospital Image)
(Rewards &
Recognition)
(Career Advancement)
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NHG EMPLOYEE CLIMATE SURVEY 2010 Slide 44
Job Function/Level Comparison
A. TTSH 2015 (N=6,225)
B. ADMINISTRATION STAFF (N=716)
C. ANCILLARY/TECHNICAL STAFF (N=332)
D. ANCILLARY FRONTLINE/COUNTER STAFF (N=727)
E. ALLIED HEALTH STAFF (N=1,022)
F. MEDICAL STAFF (N=693)
G. NURSING STAFF (N=2,519)
H. NURSING ANCILLARY (N=122)
Values displayed are based on Total Favourable Coloured Cells indicate a statistically significant difference
# Category A B C D E F G H
1 Sustainable Engagement 81 2 4 0 -3 4 -2 8
2 Job Satisfaction 63 2 10 1 -6 8 -3 15
3 Patient/Customer Focus 80 -1 4 2 -4 -2 1 9
4 Management 67 4 9 -1 -6 3 -1 14
5 Organisation Values 83 2 2 1 -1 -3 0 6
6 Work Organisation 78 -3 6 -2 -3 3 1 10
7 Working Conditions and Occupational Health 82 2 6 2 -2 -3 -1 5
8 Communication 65 3 10 1 -6 3 -1 13
9 Empowerment 76 0 5 -2 -4 3 0 11
10 Supervision 73 3 4 -4 -3 12 -3 12
11 Performance Appraisal 70 0 7 1 -4 3 -1 15
12 Career Advancement 63 -3 12 2 -9 3 1 17
13 Rewards and Recognition 63 -3 13 4 -8 -7 3 16
14 Working Relationships 72 3 4 -4 -4 10 -1 8
15 Learning and Development 77 -5 1 -3 -4 8 2 7
16 TTSH MyCare Items 72 1 10 7 -2 -29 3 14
17 TTSH Other Items 71 0 3 1 -5 -2 1 7
A. TAN TOCK SENG HOSPITAL [TTSH] 2015 (N=6,225)
B. TTSH: ADMINISTRATION STAFF 2015 (N=716)
C. TTSH: ANCILLARY/TECHNICAL STAFF 2015 (N=332)
D. TTSH: ANCILLARY FRONTLINE/COUNTER STAFF 2015 (N=727)
By Job Function/LevelE. TTSH: ALLIED HEALTH STAFF 2015 (N=1,022)
F. TTSH: MEDICAL STAFF 2015 (N=693)
G. TTSH: NURSING STAFF 2015 (N=2,519)
H. TTSH: NURSING ANCILLARY 2015 (N=122)
Values displayed are based on Total Favourable Coloured Cells indicate a statistically significant difference
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NHG EMPLOYEE CLIMATE SURVEY 2010 Slide 45
Length of Service Comparison
A. TTSH 2015 (N=6,225)
B. < 1 YEAR (N=800)
C. 1 YEAR TO < 3 YEARS (N=1,043)
D. 3 YEARS TO < 5 YEARS (N=1,153)
E. 5 YEARS TO < 10 YEARS (N=1,617)
F. 10 YEARS OR MORE (N=1,577)
Values displayed are based on Total Favourable Coloured Cells indicate a statistically significant difference
# Category A B C D E F
1 Sustainable Engagement 81 2 -2 -4 -1 4
2 Job Satisfaction 63 6 -3 -7 -4 8
3 Patient/Customer Focus 80 1 -2 -3 -1 4
4 Management 67 7 -2 -6 -3 6
5 Organisation Values 83 2 -1 -3 0 3
6 Work Organisation 78 0 -2 -3 0 5
7 Working Conditions and Occupational Health 82 0 -2 -3 -1 4
8 Communication 65 1 -2 -4 -2 6
9 Empowerment 76 1 -2 -4 -1 4
10 Supervision 73 6 0 -3 -3 3
11 Performance Appraisal 70 -3 -1 -1 -2 5
12 Career Advancement 63 4 -6 -6 -3 9
13 Rewards and Recognition 63 0 -3 -6 -2 8
14 Working Relationships 72 4 -1 -4 -2 4
15 Learning and Development 77 3 -3 -3 -1 4
16 TTSH MyCare Items 72 -6 -5 -4 1 8
17 TTSH Other Items 71 1 -3 -1 -1 3
A. TAN TOCK SENG HOSPITAL [TTSH] 2015 (N=6,225)
B. TTSH: LESS THAN 1 YEAR 2015 (N=800)
C. TTSH: 1 YEAR TO LESS THAN 3 YEARS 2015 (N=1,043)
By Length of ServiceD. TTSH: 3 YEARS TO LESS THAN 5 YEARS 2015 (N=1,153)
E. TTSH: 5 YEARS TO LESS THAN 10 YEARS 2015 (N=1,617)
F. TTSH: 10 YEARS OR MORE 2015 (N=1,577)Values displayed are based on Total Favourable Coloured Cells indicate a statistically significant difference
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NHG EMPLOYEE CLIMATE SURVEY 2010 Slide 46
Age Comparison
Values displayed are based on Total Favourable Coloured Cells indicate a statistically significant difference
# Category A B C D E
1 Sustainable Engagement 81 -4 1 5 13
2 Job Satisfaction 63 -7 1 9 23
3 Patient/Customer Focus 80 -3 0 4 9
4 Management 67 -5 1 7 16
5 Organisation Values 83 -3 1 3 9
6 Work Organisation 78 -3 0 5 12
7 Working Conditions and Occupational Health 82 -4 0 5 11
8 Communication 65 -5 1 6 17
9 Empowerment 76 -3 1 3 11
10 Supervision 73 -2 0 2 12
11 Performance Appraisal 70 -3 0 5 12
12 Career Advancement 63 -7 1 9 21
13 Rewards and Recognition 63 -6 0 11 19
14 Working Relationships 72 -3 0 4 14
15 Learning and Development 77 -2 0 2 10
16 TTSH MyCare Items 72 -6 1 9 15
17 TTSH Other Items 71 -3 1 3 7
A. TTSH 2015 (N=6,225)
B. LESS THAN 30 YEARS OLD 2015 (N=2,349)
C. 30 TO 45 YEARS OLD 2015 (N=2,581)
D. 46 TO 60 YEARS OLD 2015 (N=1,056)
E. ABOVE 60 YEARS OLD 2015 (N=207)
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2017 ©
Preparing the Future Health Workforce
• Historic Development of Singapore Healthcare • Facets of our Future Challenges
• Defining the Adaptive Challenge
• Embracing Change – Radical & Disruption
• Defining Structure, Vision & Mission
• Creating New Mental Models
• Developing the Workforce• What do they Value? How do we know?
• Safety Culture for Healthcare
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2017©
Developing A Just Safety Culture
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2017 ©
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2017 ©
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2017 ©
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2017 ©
Preparing the Future Health Workforce
• Historic Development of Singapore Healthcare • Facets of our Future Challenges
• Defining the Adaptive Challenge
• Embracing Change – Radical & Disruption
• Defining Structure, Vision & Mission
• Creating New Mental Models
• Developing the Workforce• What do they Value? How do we know?
• Safety Culture for Healthcare
• Engaging Leadership & Motivation at Work
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2017 ©
Motivation at Work
Herzberg, F.I. 1987, (1968)'One More Time: How Do You Motivate Employees?' Harvard Business Review, Sep/Oct87, Vol. 65 Issue 5, p109-120.
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Work
New learningFeeling
Unique expertise
Direct Communicationswith Authority
Direct Feedback
ControlOver
resources
PersonalAccountability
Self-scheduling
Understand What Motivates You Sensory Ingredients of Job Enrichment
Herzburg HBR
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Motivation & Purpose:Aligning Individual’s andOrganization’s
HARNESTING PEOPLE’S INTRINSICMOTIVATION
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2012: Dr Tan Jia Yi, Orthopaedic HO: Volunteer at Healthserve for transient migrant workers
Harnessing A “broad church”into Clinical Decision Making
Chief ResidentsAllied Health Leads
Polyclinic HODs
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2017 ©
Preparing the Future Health Workforce
• Historic Development of Singapore Healthcare • Facets of our Future Challenges
• Defining the Adaptive Challenge
• Embracing Change – Radical & Disruption
• Defining Structure, Vision & Mission
• Creating New Mental Models
• Developing the Workforce• What do they Value? How do we know?
• Safety Culture at Work
• Engaging Leadership & Motivation at Work
• Working in Teams
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2017©
Hypoglycaemia in Orthopaedics Ward 12A CPIP Project
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2017©George W Bush Presidential Library
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2017 ©
Preparing the Future Health Workforce
• Historic Development of Singapore Healthcare • Facets of our Future Challenges
• Defining the Adaptive Challenge
• Embracing Change – Radical & Disruption
• Defining Structure, Vision & Mission
• Creating New Mental Models
• Developing the Workforce• What do they Value? How do we know? • Safety Culture at Work • Engaging Leadership & Motivation at Work • Working in Teams
• Being and Becoming • Consciousness, Developing Cognitive Capacity for Empathy, Embracing
Complexity & Chane
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2017 ©
“You’re not as smart as you think you are: Human cleverness arises from distributing knowledge between minds, making people think they know more than they do”
The Knowledge Illusion: Why We Never Think Alone. By Steven Sloman and Philip Fernbach. Macmillan
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The Multiple Facets of Healthcare: How would practitioners of science, systems design and management fulfil their roles in the future of healthcare?
1. How are Meetings Conducted?
2. How are projects organised
3. How are decisions made?
4. Who gets to participate?
5. How are conflicts resolved?
6. How are errors in decisions handled?
HIPPO in the Room: Highest Paid Person’s Opinion
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Human “Beings” not Human “Do’s”
• Believe that Our Work is important – We will make a Difference • Support & Believe in our Institutions and its Memories
• Pride of purpose & Mastery as a Goals
• Acceptance that our work is Complex • Embrace Complexity
• Be a “Conscious” Organisation
• Developing Capacity & Cognition for Empathy
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2017 ©
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“Gas Chamber”; By Luc Tuymans (1958- ) Series ‘Holocaust’
“Consciously motivated organizational behavior” alone is not good enough
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Conclusion
The Multiple Facets of Healthcare: How would practitioners of science,
systems design and management fulfil their roles in the future of healthcare?
Together