Bringing Clinical Skills to Operational Leadership During a Time of Crisis; Dr. Blanton, Chief Medical Officer at Peterson Health
As large health systems look to transform and adapt to the changing landscape of the healthcare industry, Dr. Blanton shares 4 Key Elements to transforming your health system clinically & operationally with insights into how a crisis such as COVID-19 impairs us.
#1 – Recognize the need for outside support
While large systems are coordinated and offer great economies of scale in many ways, bringing change about from the inside is very challenging. Bringing in outside support, brings change about rapidly while allowing clinical and operational input.
#2 – Data generates momentum to change
In clinical settings data drives decision making. Tests are performed and results inform our diagnostic next step. It almost seems obvious that the same type of data would generate the momentum to change processes for clinicians themselves. That’s exactly what’s necessary. Access to data, access to benchmarks, path forward to improve.
#3 – Education. Education. Education.
While data generates the momentum to change, there can still be a clinical resistance to actually change individual process. “This is how we’ve always done it” is a common thing to hear. The only way around this excuse is education. At the end of the day, clinicians have a deep commitment and drive to improve patient care. Only with education on how to make necessary improvements will goals will be reached.
#4 – Transparency + Clarity in Objective
Education and data are critical pillars to change – the next element is another basic of human drive: competition. Physicians are very, very competitive by nature. It’s important to leverage that competitive edge by providing actual, relevant data. This type of transparency sets the stage for successful and purposeful competition.
In addition to transparency, clarity in the objective. We have not been on a mission to transform to ‘see what’s possible’. We have clear metrics for our journey of transformation that every single person from the ICU nurse to the entirety of our leadership team knew forwards and backwards. In some ways, it’s like John F. Kennedy’s speech on May 25, 1961 – “we choose to go to the moon”. Once we know where we’re headed, the entire force of our hospital was committed to that outcome.