Chapter 12 Flashcards
2 things required of an organization when exploring organizational effectiveness
- tools to align planning strategies with identified goals
- the willingness to carry out data-driven evaluative efforts in which goals serve as a measure of progress
2 components that predict the success/failure of strategies for healthcare organizations
- ability to carry out the strategy
- the organizations will to implement it
Strategic planning
a process for assessing an organization’s current and anticipated environment and then identifying and implementing the best approaches for succeeding under those conditions
Can define the organizations:
- mission
- vision
- values
Mission Statement
state why the organization exists and why it is unique
The strategic planning process
- a means to establish new directions
- decisions will focus resources to benefit stakeholders
- is an agent of change for the organization
A comprehensive plan must include 4 steps
- environmental scanning
- formulation of strategy
- implementation of strategy
- evaluation of the change
Feedback loops follow what cycle?
plan, do, check, act
7 reliable planning tool techniques
- Affinity diagram
- cause & effect diagram
- nominal group techniques
- presentation of quantitative data
- responsibility matrix
- SWOT analysis
- TOWS analysis
7 reliable planning tool techniques - Affinity Diagram
- participants develop answers to specific planning prompts
- the notes are placed on a wall
- the members of the group move the notes into similar themed groups
- a discussion is undertaken regarding the themes that emerged
7 reliable planning tool techniques - cause & effect diagram
(aka fishbone diagram)
- recognizes factors to particular outcomes
- multiple cause factors leading to outcome
7 reliable planning tool techniques - nominal group techniques
- individually rank/prioritize responses to a given prompt
- come together as a group to create a comprehensive list, and prioritize items on a new list
- leader then asks each group for the item on the top of their list
- final rankings formed
7 reliable planning tool techniques - Presentation of qualitative data
after data collection and analyzation, the data must be presented in a meaningful way
- graphs
- charts
- tables
7 reliable planning tool techniques - responsibility matrix
- accountability and tracking matrix
- keeping record of who is responsible for what
- rows (specific tasks)
- columns (people/group responsible for task)
- may include completion dates
7 reliable planning tool techniques - SWOT analysis
(strengths, weaknesses, opportunities, and threats)
- useful during the scanning process
- asks “Who else can perform our function?”
- planning system conscious of external threats
7 reliable planning tool techniques - TOWS analysis
- turning opportunities into strengths
- reciprocal of SWOT
- only useful after completion of SWOT
- information gathered in SWOT is put into a TOWS 2x2 matrix
Allows planners to think about strategies that:
- (SO) turn strengths into opportunities
- (ST) employ strengths to avoid threats
- (WO) use opportunities to overcome weaknesses
- WT) act to minimize weaknesses and avoid threats
SMART language
Specific, measurable, achievable, results-oriented, and time-bound
- helps groups write meaningful goals and promote change
Reasons for Formal Evaluation
- accountability
- improvement
- marketing
Accountability - formal evaluation
- confirm objectives are met
- make better decisions about planning and operations
- authorize fiscal payments
- meet grant obligation
- correctly allocate resources
Improvement - formal evaluation
- identify program strengths and weaknesses
- increase educational valuse
- enhance competence
- test new ideas
- decrease operational costs
- establish quality standards
Marketing - formal evaluation
- advertise and promote program effectiveness
- indicate a track record of successful programming
- promote positive public relations
Evaluation approach is based on:
- who does it (internal vs. external)
- the intention of the evaluation (formative vs. summative)
Formative Evaluation
- learning how programs can be improved
- conducted as either program development or ongoing program implementation
- less threatening
Summative Evaluations
- evaluate the value of a program
- evaluate the need to continue funding to program
5 primary categories of program evaluation
- needs assessment
- feasibility studies
- process evaluation
- outcome evaluation
- cost analysis
5 primary categories of program evaluation - needs assessment
“what gaps in our program need to be filled?”
- evaluated program’s objectives and desired program goals
- may require surveying, interviewing, and observation
5 primary categories of program evaluation - Feasibility studies
“given our current limitations, can the program succeed?”
- used to determine the likelihood of success for a program based on evaluation data
- identifies factors that may impede or assist in delivery of a program
5 primary categories of program evaluation - Process evaluation
“hos is the implementation of a program progressing?”
- measure gap between the program plan and the actual execution of the program
- determines corrections needed as the program is implemented
5 primary categories of program evaluation - Outcome evaluation
“were the program goals and objectives achieved?”
- looks at what happened to participants as a result of their participation in the program
- examines expected results with actual outcomes
5 primary categories of program evaluation - Cost analysis
“was the program financially valuable?”
- measure the value of a program in comparison to alternative approaches
- determines if program will continue, be cut, or be duplicated
Methods for collecting evaluation information
- existing data available
- people
- observational data
- videotaping (only possible in certain settings)
Data collection methods
- surveys
- case studies
- interviews
- observations
- group assessment
Generating evaluation report
- consider the target audience
- include appropriate details
- use caution when reporting findings and conclusions
Self-study as an improvement model
- used for accrediting ATEP
- organization must examine itself in a critical fashion (internal and external constituents included)
- can instigate trigger event
System
collection of parts that interact with each other to function as a more comprehensive whole
Balance loop
feedback providing stability to a system negating changes
reinforcing loop
amplifies loop changes until something is done to change the loop
Learning organization
allows people to continually expand their capacity to create the results they desire
5 learning Disciplines for a learning organization
- personal mastery
- mental models
- shared vision
- team learning
- systems thinking
5 learning Disciplines - Personal Mastery
- value growth of the individual
- employees create own vision
- accept truth
- willing to see gap between personal vision and current state
5 learning Disciplines - Mental Model
picture of what each person sees things to be
5 learning Disciplines - Shared Vision
building a sense of commitment by developing shared images of the future and the principles and guiding practices that are used to get there
5 learning Disciplines - Team Learning
- communication and collaberation
- use the variety of the talents of a group to complement one another
- the whole is greater than the sum of its parts
5 learning Disciplines - Systems Thinking
an integration of 4 previous disciplines into a complete practice
Organizational Learning Disabilities
I am My Position
- focus on “their” job, little sense of responsibility for overall group
The enemy is Out There
- anything that goes wrong is result of something outside the group (no one takes responsibility)
The fixation on events
- focus on short-term events, only have short-term explanations
The illusion of taking change
- combination of “enemy out there” and “fixation on events” (need broader systems thinking)
Designer
- construct the organization’s social architecture
- shape mission and vision
Teacher
- facilitation
- strategic thinking
- foster analyzation
Steward
guardian for both the people they lead and the larger purpose of the organization
