Title Applied Problem-Solving in Healthcare Management
Subtitle
Author Sandra J. Potthoff, Gregory W. Hart, Justine H. Mishek
ISBN 9780826165640
List price USD 65.00
Price outside India Available on Request
Original price
Binding Paperback
No of pages 278
Book size 178 x 254 mm
Publishing year 2021
Original publisher Springer Publishing Company
Published in India by .
Exclusive distributors Viva Books Private Limited
Sales territory Bangladesh, India, Pakistan, Sri Lanka
Status New Arrival
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Description:

Applied Problem-Solving in Healthcare Management is a practical textbook devoted to developing and strengthening problem-solving and decision-making leadership competencies of healthcare administration students and healthcare management professionals. Built upon the University of Minnesota Master of Healthcare Administration Program’s Problem-Solving Method, the text describes the “never assume” mindset and the structured method that drive evidence-based, action-oriented problem-solving. The “never assume” mindset requires healthcare leaders to understand themselves and their stakeholders, and to engage in waves of divergent and convergent thinking. This structured method guides the problem solver through the phases of defining, studying, and acting on complex interrelated organizational problems that involve multiple root causes. The book also describes how the Problem-Solving Method is complementary to quality improvement methods and can be used in healthcare organizations along with Lean, Design Thinking, and Human Centered Design.

Providing step-by-step instruction including useful tips, tools, activities, and case studies, this effective resource demonstrates the utility of the method for all types of health organization settings including health systems, hospitals, clinics, population health, and long-term care. For students taking health management, capstone, and experiential learning courses, including internship and residency projects, this book allows them to test and apply their problem-solving and decision-making skills to real-world situations. Beyond the classroom, it is an indispensable resource for organizations seeking to enhance the problem-solving skills of their workforce.

The authors of the text have nearly 75 years of combined experience in healthcare management, leadership, and professional consulting, and teaching and advising healthcare administration students in classrooms, on student capstone, internship and residency projects, and case competitions. Synthesizing their expertise, this text serves as a guide for those who wish to strengthen their problem-solving abilities to systematically identify, analyze, study, and solve pressing organizational challenges in healthcare settings.

 

Key Features:

  • Describes a mindset and a structured problem-solving method that builds leadership competencies
  • Encourages a step-by-step problem-solving approach to define, study, and act on problems to drive action-oriented solutions
  • Supports experiential learning and coaching for students and professionals early in their careers, applicable especially to healthcare management, capstone, and student consulting courses, internship and residency projects, case competitions, and professional development in organizations
  • Compares the Problem-Solving Method to other complementary methods used in many healthcare organizations, including Lean, Design Thinking, and Human Centered Design


Contents:

Preface

Acknowledgments

Problem-Solving Method Tools

 

Part I: The Mindset and Method for Problem-Solving

Chapter 1. The Problem Is Not Always What It Seems • Introduction • Case: The Spinal Frontier • Now What? • Type III Error • Problems are “Messes” • Never Assume • Becoming an Expert Problem Solver • Using the Problem-Solving Text

Chapter 2. The Problem-Solving Method • Introduction • Problem-Solving Method Overview • Define Phase • Study Phase • Act Phase • Everyday Use of the Problem-Solving Method

Chapter 3. Comparison of Problem-Solving Methods • Strengths of the Problem-Solving Method • Lean • Design Thinking and Human-Centered Design • Comparison Summary

Chapter 4. Management and Leadership Competencies of the Problem-Solving Method • Developing Your Problem-Solving Competencies • Management Soft Skills • Healthcare Leadership Competencies • Problem-Solving Is Not Just Solving Problems

 

Part II: Practice the Define Phase • Overview of Part II

Chapter 5. Practice Define Step D1: Situation and Scope • Overview of Define Phase • Define Step D1: Situation and Scope • Practice D1.1 Describe the Situation • Practice D1.2 Scope the Work

Chapter 6. Practice Define Step D2: Stakeholders, Difficulties, and Problem Areas • Define Step D2: Stakeholders, Difficulties, and Problem Areas • Practice D2.1 Begin Stakeholder Analysis • Practice D2.2 Identify Difficulties • Practice D2.3 Group Difficulties into Problem Areas

Chapter 7. Practice Define Step D3: Issue Statements and Problem Statement • Define Step D3: Issue Statements and Problem Statement • Practice D3.1 Create an Issue Statement for Each Problem Area • Practice D3.2 Create the Problem Statement and Vision for the Future • Summary of Written Products From the Define Phase

Chapter 8. Define Phase Activity Key • D1.1 Describe the Situation Activity Key (in Chapter 5) • D1.2 Scope the Work Activity Key (in Chapter 5) • D2.1 Begin Stakeholder Analysis Activity Key (in Chapter 6) • D2.2 Identify Difficulties Activity Key (in Chapter 6) • D2.3 Problem Areas Activity Key (in Chapter 6) • D3.1 Create Issue Statements Activity Key (in Chapter 7) • D3.2 Create Problem Statement Activity Key (in Chapter 7)

 

Part III: Practice the Study Phase • Overview of Part III

Chapter 9. Practice Study Step S1: Root Causes and Alternative Solutions • Overview of Study Phase • Study Step S1: Root Causes and Alternative Solutions • Practice S1.1 Generate Possible Root Causes • Practice S1.2 Generate Potential Alternative Solutions

Chapter 10. Practice Study Step S2: Decision Criteria, Research, and Findings • Study Step S2: Decision Criteria, Research, and Findings • Practice S2.1 Develop Decision Criteria • Practice S2.2 Determine Additional Information Needed • Practice S2.3 Develop Findings Through Research • Practice S2.4 Review, Reflect, and Revise Approach

Chapter 11. Practice Study Step S3: Conclusions • Study Step S3: Conclusions • Practice S3.1 Collate, Analyze, and Judge the Alternative Solutions • Practice S3.2 Synthesize Judgments Into a Set of Conclusions

Chapter 12. Study Phase Activity Key • S1.1 Generate Possible Root Causes (in Chapter 9) • S1.2 Generate Potential Alternative Solutions (in Chapter 9) • S2.1 Develop Decision Criteria (in Chapter 10) • S2.2 Determine Information Needed (in Chapter 10) • S2.3 Develop Findings Through Research (in Chapter 10) • S2.4 Review, Reflect, and Revise Approach (in Chapter 10) • S3.1 Collate, Analyze and Judge the Alternative Solutions (in Chapter 11) • S3.2 Synthesize Judgments into a Set of Conclusions (in Chapter 11)

 

Part IV: Practice the Act Phase • Overview of Part IV

Chapter 13. Practice Act Step A1: Recommendations and Milestones • Overview of Act Phase • Act Step A1: Recommendations and Milestones • Practice A1.1 Create Integrated Set of Recommendations • Practice A1.2 Develop Key Implementation Milestones

Chapter 14. Practice Act Step A2: Communication Strategy and Consensus Building • Act Step A2: Communication Strategy and Consensus Building • Practice A2.1 Revisit Stakeholder Analysis • Practice A2.2 Create Communication Plan • Practice A2.3 Implement Communication Plan and Validate Approval/Consensus of Recommendations

Chapter 15. Practice Act Step A3: Implementation and Monitoring • Act Step A3: Implementation and Monitoring • Practice A3.1 Develop Detailed Implementation Plan • Practice A3.2 Monitor Results Against Key Performance Indicators • Making the Problem-Solving Method Automatic

Chapter 16. Act Phase Activity Key • A1.1 Create Integrated Set of Recommendations (in Chapter 13) • A1.2 Develop Key Implementation Milestones (in Chapter 13) • A2.1 Revisit Stakeholder Analysis (in Chapter 14) • A2.2 Create Communication Plan (in Chapter 14) • A2.3 Implement Communication Plan and Validate Approval/Consensus of Recommendations (in Chapter 14) • A3.1 Develop Detailed Implementation Plan (in Chapter 15) • A3.2 Monitor Results Against Key Performance Indicators (in Chapter 15)

 

Part V: Problem-Solving Cases • Overview of Part V

Chapter 17. Operations and Quality Cases • Overview of Operations and Quality Cases • Case 17.1 Nutrition Services at Memorial Hospital • Case 17.2 Blood Transfusion Error at Sanguito Hospital • Case 17.3 Ebola at Revere Community Medical Center • Case 17.4 Drug Diversion at River Valley Hospital • Case 17.5 Magnet® Status at Heartfield Medical Center

Chapter 18. Strategic Healthcare Cases • Overview of Strategic Healthcare Cases • Case 18.1 Westridge Hospital System Integration • Case 18.2 Hope Hospital Joint Venture • Case 18.3 Strategic Investment at Wallace Hospital • Case 18.4 Community Chronic Care in Harris, Alabama • Case 18.5 Neuroservices at Hartview Health System

Chapter 19. Population Health Cases • Overview of Population Health Cases • Case 19.1 Home Is Where the Health Is • Case 19.2 A Great Difference: Racial Disparities in Infant and Maternal Mortality and Morbidity

Chapter 20. Long-Term Care Cases • Overview of Long-Term Care Cases • Case 20.1 Bright Long-Term Care • Case 20.2 Lutheran Care Center

Index


About the Authors:

Sandra Potthoff, PhD, is a retired Professor from the University of South Florida, Tampa, where she served as the Chair of the Department of Health Policy and Management. She was previously Associate Professor at the University of Minnesota, where she served as the Master of Healthcare Administration Program Director for 8 years. While a faculty member at the University of Minnesota, she taught the Problem Solving course for 15 years, and served as a faculty advisor for student teams completing their capstone Advanced Problem Solving course for almost 25 years. With a PhD in Industrial Engineering from the University of Wisconsin-Madison, Dr. Potthoff’s research spans the interfaces of systems analysis and quality management, operations research and management science, and data analytics, applied to evaluating and improving healthcare delivery, long-term care, tele-health homecare services, and community programs. Dr. Potthoff was the recipient of the Association of University Programs in Health Administration (AUPHA) 2019 Gary L. Filerman award for Educational Leadership.

Justine Mishek, MHA, is an experienced graduate education lecturer and healthcare management consultant. Ms. Mishek currently serves as Senior Lecturer for the University of Minnesota Masters of Healthcare Administration Program and is a part of the Program Leadership Team. Ms. Mishek is the lead instructor for the Minnesota Problem Solving Method curriculum, teaches Strategy and Marketing Curriculum for both the Fulltime and Executive MHA Programs and assists as a faculty advisor for the CLARION interprofessional student organization and MHA student case competitions. Ms. Mishek has extensive healthcare management experience from prior leadership positions across the country including Kaiser Permanente, ECG Management Consultants, Fairview Health Services, and athenaHealth. Justine holds a Bachelor of Arts and a Master of Healthcare Administration degree from the University of Minnesota. In 2019, Justine received the University of Minnesota School of Public Health’s Charles N. Hewitt Creative Teaching Award.

Gregory Hart, MHA, is a principal with CliftonLarsenAllen (CLA) where he serves in the healthcare consulting practice and an alumni of the University of Minnesota MHA Program. Mr. Hart has more than 40 years of experience in healthcare leadership and management. Before joining CLA in 1995 he served as CEO for the University of Minnesota Health System, an academic medical center. He focuses his professional activities in the areas of: strategy, mergers, acquisitions and affiliations. Mr. Hart is a Senior Fellow at the University of Minnesota School of Public Health. He is an active practitioner instructor in the University of Minnesota’s MHA Program, and has taught and mentored MHA students in the Problem Solving course for over 40 years. In 2018, the Greg Hart Distinguished Service Award was created by the MHA Program and its Alumni Association/Foundation to recognize extraordinary alumni for their sustained and exemplary commitment to the MHA Program, its student body, and alumni community. Mr. Hart was honored as its first recipient. He has also twice received the University of Minnesota School of Public Health Community Partner Star Award to recognize his contributions to the education, training, and guidance of the next generation of public health leaders.


Target Audience:

This book is for healthcare administration students and healthcare management professionals.

 
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