Wednesday, February 22, 2006

Healthcare Issues

by Ken Rawlings, DHSA, member of the Canadian College of Health Services Executives.
A contribution to the
Summit for the Future

One asks what the management issues of health are today. Perhaps, the first question leads to a second question. What are the roles of health leaders today? Truly, primeval purpose might look establishing strategy. Strategy is transformational of institutional economics. It mandates in both public and private sectors the distinction of competitive identity and status in the tribes. In the act of grasping strategy, order is attempted, building directional ability or functional disability.

Perhaps it might look like grabbing the bull by the horns, pressing for results and all the while balancing competing commitments and thus affording the title functional. As reflected by telling one what they need to know as opposed to what they want to hear. And then position around "what actions are necessary?" aggressively defining the If, Then statements whilst examining the follow through window. Where are we today and where do we wanna be? As today is different than yesterday, so, is its works, to be done.

In our global economy whereas there is a mushroom shape depicted of rapid growth changing the age of the population generating many children relative to the labor productivity and pressed with the expectation of our health laws-policies and whereas the consequences of economical neglect might look like reduced investment resultant of diminished savings and increased consumption by the non productive young and aged alike. Where are we now?

There is valid argument to pursue the margins of healthcare economics.

Questions around efficiencies and equity rotate around alternative approaches lending order and functionality to the strategy. What competing commitments and whose values, beliefs, attitudes, behavior needs to change in order to affect the best outcome?

So today we have the emergent patterns of engaging the margins, encouraging unity amongst diversification and directed by global concerns. We are engaging the margins, encouraging unity amongst diversification and directed by global concerns. We are engaging communal tribes to share a common vision. The mission being, One global tribe of co-opetitive (a hybrid of co-operation and competition) community health outcomes, re-ccountable(a hybrid of responsibility and accountability) in nature and guided by informed decisions of community health determinants.

These changes force our institutions and governance model to clarify their value and values. Who am I and how much am I worth? These changes force our institutions to collaborate and co-operate, to embrace new strategy, to adapt in new pastures of competitive tribes, to be subject to lessons learning and measure the lessons learned, to define the assurances of organizational capacities and capabilities. The new tribes will be competitively challenged feeling the pinch of economic reality. What is the adaptive challenge? What are the alignment tools, skills, and conditions that are necessary to create this new structurally informed stage as to affect the community and communities of health determinants?


You can read the full article:
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See also "Healthcare Issues [2]": click here


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