National Health Initiative ( Chi ) Complex Adaptive System, Mission, Values, Culture, Leadership Style

A growing topic in healthcare today is the focus on promoting a “healing” environment. While many consider all hospitals, nursing homes and rehabilitation centers to be healing facilities they are not recognized as such by the Baptist Healing Trust of Nashville Tennessee. To be deemed a “healing hospital” a facility possesses three key components which are not only physical in nature but spiritual as well. By recognizing the relationship between the two, a facility is able to overcome many of the barriers that present challenges for other companies. By identifying the key components and broken barriers one can

A healing hospital is a healing community providing radical loving care (Journal of Sacred Work, 2009) in a safe environment that focuses on human interaction, interpersonal caring and enhancing the wellbeing of patients, caregivers, and all other members of the healing community. While a healing hospital is, of course, dedicated to providing excellent medical care to its patients (Mercy Gilbert Medical Center, 2012), it is also dedicated to integrating work design and technology (Mercy Gilbert Medical Center, 2012), and ultimately to the overall wellness of every healing community member. Using physical healing, education and supportive human interaction, this care model seeks healing on physical, mental, emotional and spiritual levels for everyone involved in the process (Zarren, n.d., pp. 1-2). The success of this model requires the cooperation of every

Promote collaboration by encouraging organizations to work together to meet their administrative and clinical needs

At CHI Franciscan Health, our mission statement is “A Mission to Heal, a Promise to Care”. Our organization is associated with the Catholic religion, emphasizing core values such as respect, sympathy, trust, sensitivity, kindness, and compassion to all we serve. Our goal is to achieve the highest level of excellence by healing individuals, “mind, body, and soul”. At CHI Franciscan Health, we have a clear customer service philosophy, to provide the best possible customer service to everyone who walks through our doors. We wish to create a caring healthcare system that will achieve the highest level of health and wellbeing for all patients regardless of income, geography, race or religion. We strive at all times to provide the highest level of customer service to the communities in which we serve, putting emphasis on individuals who are less fortunate and defenseless.

Health care organizations and the way care is delivered is rapidly changing. Being able to manage, promote, and, facilitate interprofessional team work is essential for health care organizations to be successful. Team synergy for successful interprofessional teams means there is cooperation, collaboration, and the coordination of patient-centered care (LeBlanc, 2014). Working together toward a common goal is a common theme for successful interprofessional teams (Hart, 2015).

With the rapid changes in a health care system around the world, healthcare organizations need to develop strategies that will help the organization to sustain with any difficulties that may arise. Healthcare systems expand their cultural leadership strategies in order to gain a thorough understanding of situations (Johnson, 2009) that will effectively improve their operations in community. Healthcare organizations use both the dynamic culture leadership (DCL) and the omnibus leadership as a model for implementation and a strategy for their success (Johnson, 2009).

This organizational assessment is focused on the governance, mission, relevance, and structural culture of Adirondack Medical Center (AMC). AMC is located in the heart of the Adirondacks with an initiative to lead care in the area in order to create a healthier community. AMC is dedicated to improving the health and wellbeing of their patients, residents and visitors they serve. AMC is a 97-bed hospital with an experienced Medical Staff of 60 physicians, board certified in 25 specialties, which are able to provide an interdisciplinary approach that serves patients where they need them, when they need them. (About Adirondack Health, 2014).

This is a performance-oriented organization devoted to improving the level of health care given to children. After its establishment in 1999, principal focus was to get rid of the gap the links what is and what can exist in healthcare for every child. Its main emphasis was to put a stop to childhood obesity, promote centered care for children with chronic conditions, and to promote equity in care for everyone. Under the management of experienced professionals in children healthcare, its work focused towards improving children's healthcare to realize this goal through awareness. NICHQ drives attention towards the need to spread the message of success demonstrating the possibility of improving children's health care to realize better outcomes. It conducted a project to fit in excellence upgrading and cultural proficiency in clinics.

Implementing change among all organizations is necessary to achieve success; within the health care industry change is constant and it is the role of management teams to assess, plan, implement and evaluate change to ensure satisfaction. Considering this among the other aspects of running a successful organization it is essential to ensure that there is minimal resistance and familiarity to change. Demands of the consumers and staff as well as regulations are continuously changing. The responsibility of managers is to successfully lead these inevitable changes.

Healing Hospitals have specific components that comprise their makeup. They are” 1) A healing physical environment, 2) The integration of work design and technology. 3) A culture of radical loving care” (Mercy Gilbert Medical Center, n.d.). These three components intermingled with spiritualty makes up the basis for the healing hospital.

“A healing hospital is a place characterized by thousands of small and wonderful things and a few big ones. At the center is love. More than anything else, supports a strong culture of caring. It expresses the deep passion of both patients and caregivers” (Chapman, 2003). Healing hospitals focus on patient-centered care.

Accordingly, transforming an organizational culture where developing a sense of creating a sanctuary of healing became not only a meaningful vision, but a meaningful reality at Clarian West Medical Center, in Avon, Indiana. Considerably, through the eyes of Clarian West Medical Center's Chief Executive Officer Al W. Gatmaitan, he strongly believes that when developing an organizational culture at the hospital, creating a sanctuary of healing does not only assist in improving contemporary and common hospital concerns. To cite a reference, in Anthony J. Suchman's, David J. Sluyter's, and Penelope R. Williamson's book titled, Leading Change in Healthcare: Transforming organizations using complexity, positive psychology, and relationship-centered

Do you know leaders in healthcare have a new style of managing? Healthcare field is one of the fields that changes occur frequently. With the introduction of the Affordable Care Act (ACA) brought a lot of changes in every aspect of healthcare delivery, from reimbursement to quality control to elimination of wasteful and inefficient practices and having huge impact on the U.S. healthcare delivery system, with many more changes to come. When leaders in healthcare organizations are asked, “what’s the one word that best characterizes the impact of the Affordable Care Act (ACA) on the U.S. healthcare delivery system,” most will answer “change”. These changes also brought new managing styles to healthcare leaders. I would be writing in my own discourse community, which is Health Systems Management. To give guide lines for a neighbor who is thinking of jointing this discourse community, how we operate and to be successful in this filed.

Complexity is part of the nature of many things in our existence especially those that matter the most. The health industry is a complex system most of all due to the presence of the human factor within it. This particular complexity means that every situation is truly unique based on the psychological characteristics of each protagonist, the context within which they are evolving and the communal rules, sometimes unspoken, that govern the stakeholders. As a result, even a clear cut resurgence of an issue or scenario may fail to resolve if a leader blindly applies a previous strategy without first considering the specific intricacies of the situation (Plsek, 2003).

Fixing problems that face health care in many health facilities demand a system wide set of solutions. The systems used in these facilities must be assessed and redesigned to identify factors that will aid in the achievement of the set goals. The enormous task of achieving the goals should be undertaken collaboratively by all the key stakeholders, who include, health care professionals, planners and policy makers, administrators, payers, and patients and their families. These partnerships must begin with a common understanding of the problems together with a shared commitment to cooperate and work together to eliminate the problems. With this knowledge, therefore, an action plan for redesigning the health care system can be developed and later implemented. For a successful health care service to be realized, there are various factors which should be employed and which are not found in the traditional business setting. These include unique economic processes, proper regulatory requirements and the perfect quality indicators. This creates a need for every leader within the healthcare industry to create or develop unique skill sets that will harmonize both organizational leadership and the inter-professional team development. It is, therefore, important to understand the comprehensive approach to the management of patient care and also how the concepts of team development and organizational leadership support healthcare leaders in creation of a patient-centric