EDITORIAL
A message from the Editor-in-Chief Kevin Mercer, MA, FCCHL, is a private consultant who works in Kitchener, Ontario
ur journal has always dedicated a significant portion of publishing space to “change management.” We recognize that our readership includes healthcare practitioners and administrators who are seeking new ideas and “best practices.” Successful planning and management of the change process is a leadership imperative and the Editorial Board knows our readers want examples of knowledge to action in the “change space.” And, despite all the various change theory models (Lewin's 3 stage, social cognitive theory, the theory of reasoned action, the theory of planned behaviour or rate of change), leaders need stellar examples of change strategies that will help inform their organizational planning and lead to successful change.
O
In this edition, we have assembled a collection of articles that examine a variety of aspects of change and are instructive in terms of “lessons learned.” Our lead article by Dickens provides the type of high-level organizational perspective on change that is essential in the current complex healthcare environment. Dickens presents us with the notion of “self-organization” and tapping into the natural order of form and coherence that exists in organizations. He presents us with the possibilities related to facilitating “emergent change” and as a result transforming the healthcare organization to one that is agile and resilient and has engaged employees. Dickens provides leaders with an actionable change framework derived from complexity theory. Steinke et al. continue with the analysis of change in their article on change theory. However, their focus is not on complexity theory, but rather on theory E and theory O, and examining these theories in the context of the regionalization process in Alberta. Through extensive leadership surveys, the researchers examine the question of whether the change was driven by economic value of change or the organization's long-term capabilities for change. A very interesting analysis and perspective on large systems change. Capuano tackles an enduring challenge in healthcare, namely, succession planning. The frequent transitions in leadership are referenced in this article as a major contributory factor to inefficiency, inconsistency, and lack of alignment with priorities and strategy. Capuano moves beyond the theoretical of succession planning and provides a step-by-step process on how the Lehigh Valley Health Network has embraced leadership succession planning. The unexpected positive spin-off effects of their approach may surprise you. The subject of sustainable risk management practices in healthcare is raised by Haney, Church, and Cockerill. Utilizing the principles of enterprise risk management, the authors present a roadmap for risk management that integrates with current organizational processes. The strength of the model rests in the well-defined logic and leveraging the current organizational resources that are already committed. Project management is critical to the healthcare transformation agenda, and effective management tools undoubtedly lead to improved success with delivering on project objectives. Richer provides a classification typology for projects that results in improved allocations of resources and project management. Projects are classified as process, people, or practice, and the approach has provided positive results at the McGill University Health Network. It is fascinating to think of change over the time continuum of days, weeks, months, even years, but how about 50 years. Sibbald, Graham, and Sylvester conducted a content analysis of the 1962 issues of Hospital Administration in Canada and critically analyzed 5 recurring themes between Canadian nursing and hospital management. There are insightful conclusions provided. Let us know what you think of this edition of Forum; send a letter to the editor at http://www. healthcaremanagementforum.org.
114
Healthcare Management Forum Forum Gestion des soins de sante – Fall/Automne 2013
A message from the Editor-in-Chief Kevin Mercer, MA, FCCHL, is a private consultant who works in Kitchener, Ontario
ur journal has always dedicated a significant portion of publishing space to “change management.” We recognize that our readership includes healthcare practitioners and administrators who are seeking new ideas and “best practices.” Successful planning and management of the change process is a leadership imperative and the Editorial Board knows our readers want examples of knowledge to action in the “change space.” And, despite all the various change theory models (Lewin's 3 stage, social cognitive theory, the theory of reasoned action, the theory of planned behaviour or rate of change), leaders need stellar examples of change strategies that will help inform their organizational planning and lead to successful change.
O
In this edition, we have assembled a collection of articles that examine a variety of aspects of change and are instructive in terms of “lessons learned.” Our lead article by Dickens provides the type of high-level organizational perspective on change that is essential in the current complex healthcare environment. Dickens presents us with the notion of “self-organization” and tapping into the natural order of form and coherence that exists in organizations. He presents us with the possibilities related to facilitating “emergent change” and as a result transforming the healthcare organization to one that is agile and resilient and has engaged employees. Dickens provides leaders with an actionable change framework derived from complexity theory. Steinke et al. continue with the analysis of change in their article on change theory. However, their focus is not on complexity theory, but rather on theory E and theory O, and examining these theories in the context of the regionalization process in Alberta. Through extensive leadership surveys, the researchers examine the question of whether the change was driven by economic value of change or the organization's long-term capabilities for change. A very interesting analysis and perspective on large systems change. Capuano tackles an enduring challenge in healthcare, namely, succession planning. The frequent transitions in leadership are referenced in this article as a major contributory factor to inefficiency, inconsistency, and lack of alignment with priorities and strategy. Capuano moves beyond the theoretical of succession planning and provides a step-by-step process on how the Lehigh Valley Health Network has embraced leadership succession planning. The unexpected positive spin-off effects of their approach may surprise you. The subject of sustainable risk management practices in healthcare is raised by Haney, Church, and Cockerill. Utilizing the principles of enterprise risk management, the authors present a roadmap for risk management that integrates with current organizational processes. The strength of the model rests in the well-defined logic and leveraging the current organizational resources that are already committed. Project management is critical to the healthcare transformation agenda, and effective management tools undoubtedly lead to improved success with delivering on project objectives. Richer provides a classification typology for projects that results in improved allocations of resources and project management. Projects are classified as process, people, or practice, and the approach has provided positive results at the McGill University Health Network. It is fascinating to think of change over the time continuum of days, weeks, months, even years, but how about 50 years. Sibbald, Graham, and Sylvester conducted a content analysis of the 1962 issues of Hospital Administration in Canada and critically analyzed 5 recurring themes between Canadian nursing and hospital management. There are insightful conclusions provided. Let us know what you think of this edition of Forum; send a letter to the editor at http://www. healthcaremanagementforum.org.
114
Healthcare Management Forum Forum Gestion des soins de sante – Fall/Automne 2013
