The changes to health care — not just in policy, regulation, and payment but also the tectonic shifts in how we define, evaluate, report and are paid for care — can make us all feel like we’re on a runaway train.
Alongside the runaway train are the significant improvement opportunities in health care we must somehow address — less variance, improved patient engagement, coordination of care, adherence to evidence, waste reduction as well as taking on physician burnout and staff engagement, to name a few.
As we grapple with the reality and challenges that abound around our goal to “make health care better,” we have to first ask: How do we lead this kind of change? As leaders, do we broadcast a set of expected outcomes, then set goals and hold people accountable to them? Can these kinds of top-down mandates, born from policy and regulation changes, actually engage the people who are delivering care? And what about helping us each commit as individuals to the very behaviors needed to transform care: Does someone else enforcing rules create that kind of initiative?
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