Responding to post week 3 nr-534
Respond to your classmate post.
Part 1:
Describe your organization as a closed or open system. Discuss how thinking differs between the two. Is there a difference in systems thinking in traditional healthcare versus complex adaptive systems?
Due to the rapidly evolving and complex healthcare needs of patient populations and the necessity for improved outcomes and cost-effectiveness, many healthcare systems are transitioning from closed to open systems, (Bucknall & Hitch, 2017). Closed systems have a more rigid structure and decision-making is primarily from the top down. In contrast, open systems have a higher level of interactivity and greater potential for adapting to change rapidly, and multiple lines of communication and feedback loops, (Bucknall & Hitch, 2017). I currently work for a large, complex healthcare system. Complex adaptive systems are interdependent, and nonlinear, have multiple feedback loops, and adapt and respond to change rapidly, (Bucknall & Hitch, 2017). Leaders in complex adaptive systems need to think in a nonlinear way and understand the big-picture perspective and the strategic vision and mission of the organization, (Rubenstein, 2021). Traditional healthcare systems have a stronger focus on the chain of command, complex systems focus more on collaboration and leadership, (Rubenstein, 2021).
Part 2: With Your Group
Systems thinking allows a more holistic perspective on decision making. Share examples of the types of decisions that occur at the unit, department, and organizational levels of the organization. Describe the impact of those decisions vertically, horizontally, and system-wide. Describe the effect of the decisions at the individual system level as well as the impact throughout the organization.
Decisions and changes implemented at any level impact the system as a whole, (Bucknall & Hitch, 2017). Decisions are made at different levels in the organization, for example on the unit level, decisions are made about patient workflows, process improvement, staffing needs, and materials. On the department/service line level, decisions are made about policies, patient throughput, patient experience, and scheduling procedures. On the organizational level, decisions are made about strategic plans, policies, quality and safety metrics, services provided, position control, and operations. There are multiple feedback loops at all levels micro, meso, and macro. Even decisions made on the unit level have an impact on the system, for example, when we change a workflow, policy, or change the EMR on my labor and delivery unit, we review and in most cases incorporate the change throughout all the labor and delivery units in the hospitals in the system. All changes are evidence-based and strategically aligned with the organizational goals, and if successful will have a positive impact on the organization whether it be in cost-effectiveness or patient experience and staff retention and satisfaction.
